Leading Change

Presented To

Dr. Noor Mobeen

Presented by

Safdar Ali sohu

Ishtiaq Ahmad

Abdullah Mujahid

Faisal Nawaz

LEADING CHANGE

Contents of Presentation

Change Resistance to changeFramework for leading changeAppreciative inquiry Leading for innovationCreative organizationImplementing change

CHANGE OR PERISH

» Change is the law of nature. Those who change, survive ,those who do not, perish.

» Transformation officers

CHARACTERICTICS OF CHANGE LEADERDo not maintain status quoThey demonstrate courageThey recognize and learn from their own mistakesThey have vision and describe their vision for future.

INTRODUCTION OF ORGANISATION CHANGE

In today’s business world, most of the organizations are facing a dynamic & changing environment. They should either change or die, there is no third alternative.

Organizations that learn & cope with change will florish & others who fail to do so will be wiped out.

FEATURES OF ORGANISATION CHANGE

» Changes results from the pressure of both internal & external forces in the organization.

» Change in any part of the organization

» Change may affect people , structure , technology .

» Change may be reactive or proactive.

FACTORS IN ORGANISATION CHANGE

1. EXTERNAL FACTORS

2. INTERNAL FACTORS

EXTERNAL FACTOR CHANGES ARE AS FOLLOWS:-

» ECONOMICAL CHANGES

» TECHNOLOGICAL CHANGES

» GEO POLITICAL CHANGES

» CHANGE IN MARKETING CONDITIONS

INTERNAL FACTORS CHANGES ARE AS FOLLOWS:

» NATURE OF THE WORK FORCE

» CHANGE IN MANAGERIAL PESONNEL

» DEFICIENCIES IN EXISTING MANAGEMENT STRUCTURE

RESISTANCE TO CHANGE

Resistance to change provides a degree of stability & predictability to behaviour.

Causes of resistance to change are as follows:-

1.INDIVIDUAL RESISTANCE

2. GROUP RESISTANCE

3. ORGANISATION RESISTANCE

Eight Step Change Model

1. Establish a Sense of Urgency

»Examining market or demographic realities»Identifying and discussing crises, potential crises or major

opportunities»Why might people fail here:

• Underestimating how hard it can be to drive people out of their comfort zones

2. Forming a Powerful Guiding Coalition

»Assembling a group with enough power to lead the effort

»Can be as small as 3-5 individuals, work as a team

3. Creating a Shared Vision

»Picture of the future, easy to communicate, and appeals to staff, leaderships and stakeholders

»Developing strategies for achieving that vision» Characteristics of an Effective Vision• Imaginable: • realistic• Focused• Communicable

4. Communicate Vision Repeatedly

»Leading change is usually impossible unless large numbers of people are willing to help

»How? Organizational newsletters, Quarterly management meetings…

»Give & Take. Two way communication is always more powerful and one-way communication.

5. Enable Your Team to Achieve the Vision

» Empowering People to Effect Change

• Getting rid of obstacles• Communicate a sensible vision to employees. • Make sure structures are compatible with the

vision.• Provide the training employees need.• Align information and personnel systems to the

vision.• Confront supervisors who undercut needed

change

6. Planning for and Creating Short Term Wins

»Planning for visible performance improvements»People won’t go for long march»Recognizing and rewarding employees involved in the

improvement

7. Reinforce the Change…Producing still more change

»Short term to bigger one.»Using increased credibility to change systems,

structures and policies that don’t fit»Hiring, promoting, and developing employees who

can implement the vision»Reinvigorate process with new projects and

themes

8. Make the changes stick

Organizational culture Tapping into people’s emotions Telling vivid stories Selecting and socializing employees

Leadership development and succession Behaviors carried forward to next generation

Appreciative inquiry

» Technique for leading change that engages individuals teams and organization by reinforcing positive messages and focusing on learning from success.

Appreciative Inquiry

» Focuses on the “best of what is”

» To realise the ideal of “what might be”

» With the consent of “what should be”

» For the reality of “what can be”

(Cooperrider and Srivastva, 1987)

Appreciative Inquiry Model

Traditional Old Process» Define the problem

» Fix what’s broken

» Focus on decay

What problems are you having?

Appreciative Inquiry

» Search for solutions that already exist

» Amplify what is working» Focus on life giving

forcesWhat is working well

around here?

(Hammond, 1998)

Assumptions of Appreciative Inquiry

1. In every society, organisation or group something works

2. What we focus on becomes our reality

3. Reality is created in the moment and there are multiple realities

4. The act of asking questions of an organisation or group influences the group in some way

Assumptions of Appreciative Inquiry (2)

5. People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known)

6. If we carry parts of the past forward, they should be what is best about the past

7. It is important to value differences8. The language we use creates our reality

(Hammond, 1998)(Hammond, 1998)

Appreciative Inquiry: The “4-D” Cycle

Destiny“How to empower, learn,

and adjust/improvise?”Sustaining

Discovery“What gives life?”

(The best of what is)Appreciating

Dream“What might be?”

(What is the world calling for?”Envisioning

Design“What should be-the ideal?”

Co-constructing

Affirmative Topic Choice

Cooperrider, Whitney & Stavros,2003

Discovery

» What interests or excites you about being here?

» What results are you hoping for?» Tell me about a time when you thought --- was

at its best.» Tell the story of what was going on, who was

involved, and what happened» What did you do? What did you value most

about your involvement in that story?» What do you value most about the contribution

of others in that story?

Discovery → Dream

»Facilitates dialogue among participants»Sharing of positive stories»Creates energy and enthusiasm»Brings out the positive core of the

organisation»Begin to see common themes

Dream → Design» Underpinned by palliative care philosophy» Solid foundations» Communication» Shared goals» Seamless service» Responsive» Appropriate levels of funding» Develop relationships with client and family» Multi-disciplinary team

(RDNS/EPC Action Research project 2004)

Design Phase

» Create the social-technical architecture

» Craft provocative proposition(s)

» Dream becomes a reality

Good provocative proposition

» Bridge the best of “what is” and “what might be”» Challenge the status quo» It should be desirable» State it in the affirmative and bold terms» Fit within the architecture» Zone of proximal development (ZPD)» Participative process» Balance the management of continuity, novelty

and transition

Destiny – what will be?

Allow yourself to dream and you will discover that destiny is

yours to design

(Dr J. Stavros)

Action plan: what next?

» What can we do - together?

» What will we do – to contribute?

» How will we do it – to provide optimal client care outcomes?

What is Innovation?» Bring in New Methods» Make Changes» Make New» Alter

» The process of translating an idea or invention into a good or service that creates value or for which customers will pay

Creative Organization

» Creativity is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of an organization

• Alignment For creative acts that benefit the organization to occur consistently, the interests and actions of everyone should be aligned with the organization’s purpose, vision, and goals

» Creative Values You may have noticed that most children have a natural desire to explore and create. Unfortunately, this desire is sometimes decreases early in life by classroom teachers who insist on strict adherence to the rules

o corporate entrepreneurship Leaders can encourage an entrepreneurial spirit by instilling values of curiosity, exploration, and informed risk-taking

o Idea champions are people who passionately believe in an idea and fight to overcome natural resistance and convince others of its value

» Open Culture Highly innovative companies maintain an open culture and look everywhere for new ideas. Leaders can encourage openness by rotating people into different jobs, allowing them time off to participate in volunteer activities, and giving them opportunities to mix with people different from themselves

Today’s most successful companies are including customers, strategic partners, suppliers, and other outsiders directly in the innovation process, which is often called open innovation

» Unofficial Activity For creativity to flourish, employees need to be able to experiment and dream outside of their regular job description. Leaders can give people free time for activities that are not officially sanctioned

» Team Collaboration Although many individuals have creative ideas, most innovations are generated by groups of people working together

Leading Creative People

» Brainstorming uses a face-to-face interactive group to spontaneously suggest a wide range of creative ideas to solve the problem

No criticismFreewheeling is welcomeQuantity desired

• electronic brainstorming, or brain writing, brings people together in an interactive group over a computer network. People can submit ideas as well as read and extend others’ ideas

» Lateral thinking can be defined as a set of systematic techniques used for changing mental concepts and perceptions and generating new ones

Video on innovation for

next generation

Implementing Change

» A critical aspect of leading people through change is understanding that resistance to change is natural—and that there are often legitimate reasons for it

» Personal compact

» Tools for ImplementationCommunication and trainingParticipation and involvementCoercion