Change Management

Joe Lahoud Pam Walker

Agenda

The Basics

Four Models for Change Management

Easy tips for success during change

Personality Impacts

Leadership “Change Agent” Styles

“Change Target” Personality Styles

The Basics

“There has been more information produced in the last 30 years

than during the previous 5,000. The information supply available to

us doubles every 5 years.”

- Richard Saul Wurman

Information Anxiety

The Basics

Successful Change Ingredients

Successful Change

Culture

Tension for Change

Remedy/Wayto Reduce TensionCapable Players

Measurementand Feedback

The Basics

Change Scenarios

Culture

Tension for Change

Remedy/Way to Reduce

Tension

Measurement and Feedback

The Players:

Sponsors

Sustaining Sponsors

Change Agents

Targets

Four Models for Change

1. The Rational-Empirical Approach

2. The Normative-Reeducative Approach

3. The Power-Coercive Approach

4. The Environmental-Adaptive Approach

The Rational-Empirical Approach

Assumptions:

•Behaviors are predictable

•People pay attention to their own self-interest

•Key Skills

•Persuasion

•Expertise

The Normative-Reeducative Approach

Assumptions:

•People pay attention to their own self-interests

•Humans are social beings and belonging to a group is important

•Based on a set of principles grounded in social psychology

The Power-Coercive Approach

Assumptions:

•People are compliant

•People will do what they are told

•Key Skills

•Communication

•Sanctions/Incentives

The Environmental-Adaptive Approach

Assumptions:

•People have the ability to adapt

•People will change when there is good reason to do so

•Key Elements

•Best if used with a mix of all approaches

•Must end the old before beginning the new

Quick Tips: Change Management

•Educate the players

•Use a team approach that involves the stakeholders

•Make plans but don’t write them in stone

•Recognize that people are involved

•Be prepared for “implementation dip”

•Seek out champions

•Give it time

Personality Impacts

Change Agent Personality – Leader

Target(s) Personalities - Staff

Leadership Styles – Daniel Goleman

Change Agent - Leader

1. Visionary Leader

2. Coaching Leader

3. Affiliative Leader

4. Democratic Leader

5. Pace-setting Leader

6. Commanding Leader

The Visionary Leader

•Shared vision:

- where to go but not how to get there

- motivates staff to struggle forward

- Openly share information, hence giving knowledge and power to others

•Potential failure:

- when trying to motivate more experienced experts or peers

The Visionary Leader

•This style is best when a new direction is needed

•Overall, it has a very strong impact on the climate

The Coaching Leader

•Connects wants to organizational goals

- holds long conversations reaching beyond the workplace

- helps people find strengths and weaknesses

ties these to career aspirations and actions

•Delegates challenging assignments

•Demonstrates faith that demands justification

- leads to high levels of loyalty

The Coaching Leader

•Done badly, this style looks like micromanaging

•It is best used when individuals need to build long-term

capabilities

•It has a highly positive impact on the climate

The Affiliative Leader

•Creates people connections and thus harmony within the

organization

•It is a very collaborative style which focuses on emotional needs

over work needs

The Affiliative Leader

•When done badly, it avoids emotionally distressing situations such

as negative feedback

•Done well, it is often used alongside visionary leadership

•It is best used for healing rifts and getting through stressful

situations

•It has a positive impact on climate

The Democratic Leader

•Acts to value inputs and commitment via participation

listens to both bad and good news

•When done badly, it looks like lots of listening but very little

effective action

The Democratic Leader

•It is best used to gain buy-in or when simple inputs are needed

•It has a positive impact on climate

The Pace-setting Leader

•Builds challenging and exciting goals for people

- expects excellence and often exemplifies it themselves

- Identifies poor performers and demands more of them

•If necessary, they will roll up their sleeves and rescue the situation

•Tends to be low on guidance, expecting people to know what to do

•Will get short term results but over the long term this style can lead to exhaustion and decline

The Pace-setting Leader

•Done badly, it lacks Emotional Intelligence, especially self-

management

- A classic problem happens when the 'star techie' gets promoted

•It is best used for results from a motivated and competent team

•It often has a very negative effect on climate (because it is often

poorly done)

The Commanding Leader

•Soothes fears and gives clear directions by his or her powerful

stance

•Commands and expects full compliance (agreement is not needed)

•Needs emotional self-control for success and can seem cold and

distant

The Commanding Leader

•This approach is best in times of crisis when you need

unquestioned rapid action and with problem employees who do not

respond to other methods

Myers-Briggs Personality Impacts - Targets

When Extraverts are involved in change they are more likely to:Contribute actions that are usefulReact to external demands firstInitiate the change processWant to respond to change quickly

When Introverts are involved in change they are more likely to:Contribute ideas that are usefulReact to internal demands firstReflect before initiating the change processWant to respond to change gradually

Myers-Briggs Personality Impacts - Targets

When Sensing types are involved in change they are more likely to: See the immediate costs and benefitsDesire information on how change has been managed in the past Want change to be practicalExamine realistic parameters

When Intuitive types are involved in change they are more likely to: See the future costs and benefitsDesire information on how trends can predict future outcomesWant change to be imaginativeExamine theoretical possibilities

Myers-Briggs Personality Impacts - Targets

When Thinking types are involved in change they are more likely to: Go along if they respect the source of the changeConsider the objective costsSeek change that reflects logical principlesWant change to be consistent

When Feeling types are involved in change they are more likely to: Go along if they like the source of the changeConsider the personal costsSeek change that reflects personal valuesWant change to be consensual

Myers-Briggs Personality Impacts - Targets

When Judging types are involved in change they are more likely to:Be concerned with threats to stabilityWant to plan their responsePrefer a timetableStay on course

When Perceiving types are involved in change they are more likely to:Be concerned with threats to opportunitiesWant to respond as things emergePrefer the freedom to adaptRevise as necessary

Questions?

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