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International Section | Leadership & Management Division | College of Management and Technology
22. Leading Change
SLP(E) Course
College of Management and Technology
Kotter’s Eight Steps
1. Sense of urgency.2. Powerful guiding coalition.3. Create a Vision.4. Communicate the Vision.5. Act out the Vision.6. Short-term wins.7. Prepare to produce more change.8. Institutionalize new approaches
College of Management and Technology
The Ability to Embrace Change
A shared vision where people are enthusiastic about the mission & the processes by which this will be achieved
Create positive outlook: help people look for opportunities rather than obstacles.
College of Management and Technology
The Energy to Change
• Change is a dynamic process.• Change leaders must release & focus the
energy within their organisation.• The personal challenges.
College of Management and Technology
Kurt Lewin: 3 Stage Process
Change: a three-stage process. – Unfreezing.
• Overcoming inertia• Dismantling the existing "mind set". • Bypassing defense mechanisms.
College of Management and Technology
Kurt Lewin: 3 Stage Process
Change: a three-stage process. – Unfreezing.
• Overcoming inertia• Dismantling the existing "mind set". • Bypassing defense mechanisms.
– Change occurs. • Typically a period of confusion and transition. • Old ways are being challenged but…• No clear picture as to their replacements.
College of Management and Technology
Kurt Lewin: 3 Stage Process
Change: a three-stage process. – Unfreezing.
• Overcoming inertia• Dismantling the existing "mind set". • Bypassing defense mechanisms.
– Change occurs. • Typically a period of confusion and transition. • Old ways are being challenged but…• No clear picture as to their replacements.
– Freezing. • The new mindset is crystallizing.• Comfort level is returning.
College of Management and Technology
Roles
• Sponsor:– Allocate resources & initiates change.
• Guiding Coalition:– Senior Leaders who lead the change by
example.• Change Agents:
– Empowered to plan & implement. • Champions:
– Strong supporters of change.
International Section | Leadership & Management Division | College of Management and Technology
Style & Change
Leading Change
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College of Management and Technology
Style & Change
• Style influences the change process.
• Leaders generally have a choice in the style with which they conduct change programmes.
• There is no right way but it is vital that the style is appropriate to the context.
College of Management and Technology
Styles: Educational
Typical means:• Group briefings.
Problems:• Time consuming.• Direction or progress
may be unclear.
Benefits:• Overcomes lack or
(mis)information
College of Management and Technology
Styles: Collaborative
Typical means:• Set up task forces or
groups to produce solutions.
Problems:
• Outcomes within same paradigm.
Benefits:
• Increases ownership of decision & possibly quality.
College of Management and Technology
Styles: Intervention
Typical means:• Change agent e.g.
consultancy
Problems:• Credibility.
Benefits:• Process is guided but
involvement takes place
College of Management and Technology
Styles: Directive
Typical means:• Use of authority to set
direction
Problems:• Lack of acceptance, ill
conceived strategy
Benefits:• Clarity & speed
International Section | Leadership & Management Division | College of Management and Technology
Burn’s Transactional/Transformational
Leadership
• Transactional leaders: BUY followers.• Transformational leaders: INSPIRE followers.
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International Section | Leadership & Management Division | College of Management and Technology
Analysis Tools
Leading Change
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College of Management and Technology
Low
High
Power
Level of InterestLow High
Stakeholder Mapping: The Power/interest Matrix
Keep satisfied
Key players
Minimaleffort
Keepinformed
International Section | Leadership & Management Division | College of Management and Technology
Communication
Leading Change
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College of Management and Technology
Communicating the change
• Kotter suggests that communication is the single most important change lever and is the one most frequently neglected.
• To achieve change means gaining trust through open communication.
International Section | Leadership & Management Division | College of Management and Technology
Final Thoughts
Leading Change
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College of Management and Technology
Silent killers
• Overly directive senior management.• Unclear strategy & conflicting priorities.• Weak or ineffective senior management.• Poor communication (up/down).• Poor coordination (across).• Inadequate lower level leadership skills.• Destructive attitudes: e.g. appear supportive,
but then do nothing.
College of Management and Technology
Final Thoughts
• The reason for change must be strong.• Change does not happen on its own. • Sustained engagement required. • Expect resistance: deal with it.• Effective communication can be difficult.
• Generate & maintain a positive climate.
College of Management and Technology
Defence Transformation
“When I was working on Streamlining three or four years ago, I went back through all of the attempts at change over the past 40 to 50 years, since Mountbatten in the 60’s, and at each stage it is very clear that the analysis is the same. We have to change both from the top down and the bottom up, but it's about empowerment; it's about trust…”
2 PUS | John Day
Virtual Townhall Teleconference
5 Sep 11
International Section | Leadership & Management Division | College of Management and Technology
22. Leading Change
SLP(E) Course