uxcon16 / change management: success has to do with people / roberto quaglia

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Roberto Quaglia, Ph.D. Professor of Strategy and Management [email protected] Change Management: success has to do with people Brescia, 30 th September 2016

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Roberto Quaglia, Ph.D.

Professor of Strategy and Management

[email protected]

Change Management: success has to do with people

Brescia, 30th September 2016

The Big Boss sends me to Mr. Smith

[email protected] 2

… start with Mr Smith …

Yes, Sir!

Mr Smith wants to be called General Giap

[email protected] 3

We have a problem

[email protected] 4

Can we win, if we engage?

Do we have an alternative?

Let’s analyse what it means choosing “war” (Approach X)

[email protected] 5

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?

[email protected] 6

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?

[email protected] 7

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 …

[email protected] 8

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

[email protected] 9

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

[email protected] 10

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

[email protected] 11

“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

[email protected] 14

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

[email protected] 15

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?

[email protected] 16

“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?

[email protected] 18

• 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?

[email protected] 19

«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

[email protected] 20

Key question“Am I equipped

to overcome road-blocks?”

Don’t let them down when facing implementation road-blocks!

How can I develop resiliency?

[email protected] 21

““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

[email protected] 22

How do we overcome immunities to change in practice?

[email protected] 23

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

[email protected] 24

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

[email protected]

Do not hesitate to contact me if I can be of any help

BACK-UPs

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

[email protected] 28

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

[email protected] 29

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

[email protected] 30

0%

5%

10%

15%

20%

25%

30%

35%

40%

FM GM

% misintepreting score

-2

-1

-1

-

1

1

2

FM GM

Change in score at the same difficulty

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FM GM

% 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?

Finally, leverage for engaging the next gear

[email protected] 31

Achievements shall be leveraged:

• At individual level, as a mastery experience

• At organisational level, as a source of social persuasion

Leverage achievements both individually and organisationally!