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

2

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

4

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

5

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

6

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

8

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

9

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

10

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

11

“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

12

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

13

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

14

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

15

CVF for Managerial Communication

RELATIONAL MESSAGES

BUILD TRUST

TRANSFORMATIONAL MESSAGES

STIMULATE CHANGE

INFORMATIONALMESSAGES

PROVIDE FACTS

PROMOTIONAL MESSAGES

DIRECT ACTION

16

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

17

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

18

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

19

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

20

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

21

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

22

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

23

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

24

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

25

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

26

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

27

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

28

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

29

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

30

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

Strategies for Implementing Change

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability 31

Forcing

TransformationalParticipative

Telling