module 4:
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Module 4:
Promoting Change and Encouraging Adaptability
1Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
Collaborate
Create
Compete
Control
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Agenda for Module 4
• Assumptions and Goals• Paradoxes• Competencies
Open Systems Model
Open Systems Model Assumptions and Goals
1. Criteria of effectiveness
2. Means-ends theory
3. Action imperative
4. Emphasis
5. Culture
1. Adaptability, change
2. Adaptation and innovation lead to acquiring external resources
3. Create4. Political adaptation,
creative problem solving, change management
5. Adhocracy
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability 3
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Paradoxes of Creating
• People yearn for and also distrust power
• New innovations often depend on old habits
• The harder we try to make changes, the more resistance we encounter
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Create Core Competencies
• Using Power Ethically and Effectively
• Championing and Selling New Ideas
• Fueling and Fostering Innovation
• Negotiating Agreementand Commitment
• Implementing and Sustaining Change
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Managers who focus on open systems …
• build powerful networks and use influence in ethical ways
• know their audience as well as their own purpose when communicating ideas
• accept failure as a path to innovation• seek to find win-win outcomes• consider the concerns of individuals when
planning and implementing change
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
Primary Tensions
EXTERNAL FOCUS
FLEXIBILITY
STABILITY
INTERNAL FOCUS
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Using Power Ethically and Effectively
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Leadership
WeakLeaders
Over- bearingLeadersCoerce compliance
Expect blind obedience from subordinates
Blame others
Inspirecommitment
Respect the concerns of subordinates
Take responsibility
Ignore noncompliance
Give in to demands of subordinates
Make excuses
Great Leaders
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Sources of Power (Albrecht, 2006)
Position
Opportunity
Wealth
Expertise
Relationships
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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“Lifting” Your Network
• Be purpose-centered• Be internally directed• Be other-focused• Be externally open
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Influence Strategies & Tactics
• Position, Opportunity, & Wealth– Legitimate authority– Upward appeal– Co-optation– Bargaining– Pressure
• Relationships – Inspirational appeal– Personal appeal– Ingratiation– Coalition formation
• Expertise– Rational persuasion
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Influencing Up, Down, and Sideways
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th editionModule 4: Promoting Change and Encouraging Adaptability
Supervisor
ME!
Direct Report
Direct Report
Peer
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Championing and Selling New Ideas
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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CVF for Managerial Communication
RELATIONAL MESSAGES
BUILD TRUST
TRANSFORMATIONAL MESSAGES
STIMULATE CHANGE
INFORMATIONALMESSAGES
PROVIDE FACTS
PROMOTIONAL MESSAGES
DIRECT ACTION
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SSSAP for Effective Presentations
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th editionModule 4: Promoting Change and Encouraging Adaptability
Set
Support
SequenceAccess
Polish
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Managerial Sequence
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th editionModule 4: Promoting Change and Encouraging Adaptability
1. Recommendations 7.
2. Conclusions 6.
3. Information 5.
4. Analysis 4.
5. Data 3.
6. Design of Experiment or Process 2.
7. Hypothesis or Questions 1.
Managerial Style
R&D Style
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Flow Structures for Presentations or Reports
• Chronological• Physical• Problem-solution• Issues-actions• Case study• Argument/fallacy• Features/benefits
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th editionModule 4: Promoting Change and Encouraging Adaptability
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Fueling and Fostering Innovation
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Connecting Creative and Critical Thinking
Brainstorming, Free association,
etc.
Mathematical and logical thinking
processes
Creative thinking
Critical thinking
One question
Numerous possibilities
One answer
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Innovation as a Habit
“… there’s a process that generates creativity, and you can learn it. And you can make it habitual.”
(Twyla Tharp, 2003)
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Barriersto Creative Thinking
• Resistance to change• Fear of mistakes or of
failure• Intolerance of
ambiguity• Judging, rather than
generating, ideas• Inability to relax to let
things incubate
• Excessive self criticism• Fear of looking foolish• Wanting to give the
expected answer• Stereotyping and
limiting possibilities to what we “know”
• Lack of, or incorrect, information
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Nominal Group Technique
• First: Agree on the problem definition!
• Brainstorm to generate new ideas
• Discuss ideas as a group
• Use systematic voting to choose among ideas
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Negotiating Agreement and Commitment
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Conditions for Dialogue
• Mutual Purpose
• Mutual Meaning
• Mutual Respect
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Getting to Yes (Fisher & Ury, 2002)
• Separate the people from the problem
• Focus on interests, not positions
• Generate a variety of possibilities before deciding what to do
• Insist that results be based on some objective standard
NONO
YES YES
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Win-Win solutions dovetail the needs of the negotiating parties
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Implementing and Sustaining Change
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Lewin’s Force Field Analysis
Forces ForChange
Forces Resisting
Change
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability
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Designing Transformational Change (Bradford and Cohen, 1984)
Create a shared vision of the future
Share responsibility and ownershipfor achieving the vision
Focus on developing the capacity of people to perform at their best
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