uxcon16 / change management: success has to do with people / roberto quaglia
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Roberto Quaglia, Ph.D.
Professor of Strategy and Management
rq@roberto-quaglia.com
Change Management: success has to do with people
Brescia, 30th September 2016
Let’s analyse what it means choosing “war” (Approach X)
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In terms of basic assumptions:• Employees dislike work• They are lazy• They lack ambition• They dislike responsibility• They are resilient to change• They must be coerced to perform
In terms of management role:• Command• Control• Coercion of some type• Either soft or hard (carrot or
stick) What do I need to succeed?
• Munitions/budget
• Time
• Flexibility of constraints
Can Approach X be effective today?
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Todays’ context in developed
countries:
• People have most of what
they need and it is difficult to
motivate them with more
(within reasonable budgets)
• Society and legislation make
it almost impossible to
withdraw acquired “rights”
Would you go at war with no
weapons?
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Dis-satisfaction
Neutral
Satisfaction/Motivation
Why is approach X not that effective today
Frederick Hertzberg
Theory X
Theory Y
Douglas McGregor
Theory Y offers an alternative approach …
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Theory XEmployee dislike work, are lazy, lack ambition, dislike responsibility, are resilient to change, must be coerced to perform
Theory YEmployee like work, are creative, ambitious, seek responsibility, can exercise self-control and self-direction
Management X• Command• Control• Coercion• Lower order needs
Management Y• Context• Self-direction• Self-control• Higher order needs
… and toady we have what it takes to be effective with approach Y
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Luckily,
In the last 50 years we have
developed and tested a
number of management
practices, which can make
Management Y an effective
alternative
A little wrap-up before going further
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Can X type approaches be effective?
• Less and less given the social context of
developed economies
Do we have an alternative?
• Yes, with a new assumption on human
nature (theory Y) and by tapping on
other motivation levers (higher order
needs)
• Are we equipped with effective
management practices?
With the Leadership Mastery Framework, I want to share with you a structured synthesis of effective management practices for approach Y
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“Is it possible for me?Do I want it?”
“How can I leverage my experiences?”
“Am I equipped to overcome road-blocks?”
“Do I believe I can do it?”
Strategic framing
Beliefs & Mindset
Resilient mastery
Leverage “Centred stance for sustainable performance”
“Centred stance for
sustainable performance”
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℗ External environment
℗ Appraising capabilities
℗ Intentionality
Strategic framing
• 360° Assessment• MBTI profiling
In practice, an assessment is used in order to prioritize initiatives …
℗ Self-efficacy enhancement
℗ Mindset “trimming”
℗ Leadership style awareness
℗ Vulnerability propensity
℗ Emotional intelligence
℗ Personality type awareness
Beliefs & Mindset
Resilient Mastery
Leverage
℗ Mastery awareness
℗ Problem solving
℗ Communication/influence
℗ Immunities to change
℗ Networking leverage
℗ Energy management
℗ Self-confidence
℗ Personal branding
℗ Self reward management
℗ Feedbacks and networks
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… both at individual and group level
Strategic framing
Beliefs & Mindset
Resilient mastery
Leverage
Optimal personalisation:
¶ Individual level:
• Personal development plan
• Personality type profiling
• Coaching base line
¶ Group level
• Confirmation priority capability pillars
• Coaching base line
Mindset and Beliefs are the psychological side of the equation
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Key question“Do I believe I can do it?”
As a gardener, provide your plants with the appropriate context and they’ll grow!
Mindsets and Beliefs
The psychological side of the equation
• Mindset
• Beliefs
• Personality
• Emotions
Self Efficacy is a very powerful belief to be fostered
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Prof. A. Bandura, Stanford University
“Self Efficacy”“Belief in one’s capability to organise
and execute courses of action”
Mastery Experience
Modelling
Social persuasion
Physiological factors
2
3
4
1
Is that enough?
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“No, organizations can be our worst enemy … unless …”
“ … they foster a “growth mindset” type of culture,”
A growth mindset is the trigger for individual and organisational improvement
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¶ Desire to look smart … therefore
¶ … avoid challenges
¶ … give up easily
¶ … effort is for the incapable
¶ Desire to learn … therefore
¶ … embrace challenges
¶ … persist in the face of seatbacks
¶ … effort makes me smarter
What does it mean for an organization?
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• The Boss is superior, another league
• Mistakes: face saving and reputation are absolute priorities
• Challenges: risks to be avoided
• Feedbacks: critics, challenges to reputation
• Effort: to much is a sign of weakness
• Stars: competitors
• Failure: I cannot happen
• The Boss is ahead of me in the learning curve
• Mistakes: admit, learn, move on
• Challenges: opportunities to develop new capabilities
• Feedbacks: gifts, useful information for further improvement
• Effort: a natural ingredient for success
• Stars: role models, sources of inspiration, examples to imitate
• Failure: it can happen
How an organisation can support a growth mindset?
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«If we win because we are winners, then when we loose, it must makes us a looser»Josh Witzkin
Praise and feedback on
process
Be supportive with people
trying
Find role models among best
practices and champions
Understand root causes of best practices and
share a method
Warn that no “God gift” can
make you a long term winner
Resiliency capitalises all previous investments
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Key question“Am I equipped
to overcome road-blocks?”
Don’t let them down when facing implementation road-blocks!
How can I develop resiliency?
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““At the heart of it, mastery is practice. Mastery is staying on the path”.
George Leonard
Skills
Mental complexity
Technical challengesSupport people with capability building
Adaptive challenges.Support people by developing mental complexity and overcome immunities to change.
Immunities to change arise when the current level of mental complexity is not sufficient to cope with a specific challenge
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How do we overcome immunities to change in practice?
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Technical vs. adaptive challenges
Key steps
• Adaptive Framing: working the root causes of the obstructive underlying commitments
• Immunity x Ray: individual or team process to individualise and overcome competing commitments.
Immunity X Ray details
• Timing: about 6 months• Setting: team workshops or
individual sessions• Process:
− Identify goals− Identify obstructive
behaviours− Identify hidden competing
commitments− Change big assumptions
To conclude
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Can X type approaches be effective?
• Less and less given the social context of
developed economies
Do we have an alternative?
• Yes, with a new assumption on human
nature (theory Y) and by tapping on
other motivation levers (higher order
needs)
• We can count on effective management
practices for addressing the challenges
of self-determination and self-control.
Sharing a growth mindset can have great impact on performances
THANKS FOR YOUR ATTENTION
www.roberto-quaglia.com
www.linkedin.com/quagliar
rq@roberto-quaglia.com
Do not hesitate to contact me if I can be of any help
Strategic framing shall produce “intentionality”
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Key question“Is it possible for me? Do I
want it?”
TMT
Management & Employees
High level direction
• Why shall we change
• Strategic objectives
• Constraints
• Decision criteria/values (i.e. 10 commandments)
Strategic initiatives
• Workouts by unit
• Involvement of line people
• Managers facilitate and make decisions
Don’t tell them what to do, let them discover it and engage!
Workouts is one of the tools available
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Setting (example)• Input: strategic objective and
constraints• Participants: unit leader,
his/her boos, his/her team, facilitators
• Output: initiatives and decisions for reaching strategic objective given the constraints
• Timing: 2-3 days
A real case• Input: productivity (R/C)• Participants: 50 people (unit
leader, his/her boos, his/her team, facilitators)
• Output: 108 proposed initiatives; 80% decided on the spot.
• Timing: 3 days
Sharing a growth mindset can have great impact on performances
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Dweck & Muller Study
• Two groups of children
• Faced to a simple challenge
• Two different feedbacks
Group1
“You must be good at this”
Group2
“You must have tried really hard”
One single feedback could influence mindset and performance very much
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% choosing hard puzzle
As a next test, would you have an easy of difficult one?
When given an easy one, how did they perform
When asked to appraise their performance, how did they do?
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