AM07 Becker

Leading Change

John P. Kotter

The rate of change is not going to slow

Down anytime soon. If anything, competition

In most industries will probably speed up

Even more in the next few decades.

1. Establishing a Sense of Urgency

2. Creating a Guiding Coalition

3. Developing a Vision & Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains & Producing More Change

8. Anchoring New Approaches in the Culture

Source: Leading Change, John P. Kotter, 1998

The 8 Stage Process of Creating Major Change

Creating Major Change

Yesterday.

Today..

Six Principles of Leadership for Addressing Adaptive Challenges

Get on the Balcony

Identify the Adaptive Challenge

Regulate Distress Productive level of distress

Maintain Disciplined Attention

Give the Work Back to the People

Protect Leadership from Below

Getting on the balcony

See patterns instead of isolated events

Understand structure, culture, norms

Identify struggles over value/power

Watch for reactions to change/loss

Identify the adaptive challenge(s)

Need to understand whether youre dealing with adaptive or technical work.

Open to gathering/hearing other perspectives

History of unresolved conflict

Festering issue, regardless of efforts

Regulating Distress--Holding Environment

Need to provide environment which creates productive level of distress

Safe but not too safe

Fosters necessary discussions

Raising the Heat.

Draw attention to tough questions

Give people more responsibility than they are comfortable with

Bring conflict to surface

Not in the parking lot

Listen to the gadflies, peons

Lower the Heat.

Address technical aspect of issue first

Address problem solving by breaking an issue into parts

Take responsibility backcarry the load

Use work avoidance wisely for short time

Slow down process of changing norms and expectations

Maintaining the Focus

Keep attention on the task at hand

Ensure topic has time to mature

Watch for work avoidance

Shifting focus to another topic

Laying blame

Creating ad hoc committees

Give the Work Back to the People

Resist the temptation to resolve the issue

Get people engaged

Place the work with the relevant parties

Ensures fair process

1. Establishing a Sense of Urgency

2. Creating a Guiding Coalition

3. Developing a Vision & Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains & Producing More Change

8. Anchoring New Approaches in the Culture


The 8 Stage Process of Creating Major Change


PRODUCTIVE

RANGE OF

DISTRESS

Work avoidance

Threshold

of learning

Limit of tolerance

Technical

problem

Time

Disequilibrium

Distress and Adaptive Work

Adaptive challenge

The key to successful adaptive leadership is disappointing

peoples expectations at a rate they will tolerate.

--Ron Heifetz, MD

Leading the Change Process

Performance Consultants

Make recommendations

Translate job requirements into competencies

Apply Science of Learning & Human Performance

Generate solution options and metrics

Conduct effectiveness & cost analysis

(K, S, A, T)

Establishing a Sense of Urgency Examining the market & competitive realities Identifying & discussing crisis, potential crisis, major opportunities

Concepts: Create a crisis: highlight major weaknesses, allow errors to compound Eliminate obvious examples of excess (company facilities, services,etc Set goals & targets unrealistically high Distribute company-wide performance data highlighting deficiencies to more

employees Force interaction with unsatisfied customers, suppliers, shareholders. Use consultants to force more relevant & honest appraisals Bombard people with information on future opportunities, rewards for capitalize

on those opportunities, & potential lost opportunities.



Creating a Guiding Coalition Putting together a group with enough power to lead the change Getting the group to work together like a team

4 Key Characteristics of Guiding Coalition: Positional Power: Are enough key players on board, especially the main line

managers, so those left out can not easily block progress? Expertise: Are the various points of view, relevant to the tasks at hand,

adequately represented so that informed, intelligent decisions can be made? Credibility: Does the group have enough people, with good reputations, that

its pronoucements will be taken serious by the other employees? Leadership: Does the group include enough proven leaders to be able to

drive the change process?



Developing a Vision & Strategy Creating a vision to help direct the change effort Developing strategies for achieving that vision

Characteristics of an Effective Vision Imaginable: Conveys a picture of what the future will look like Desirable: Appeals to the long-term interests of employees, customers,

stakeholders. Feasible: Comprises realistic, attainable goals Focused: Is clear enough to provide guidance in decision making Flexible: Is it general enough to allow individual initiative & alternative

responses in light of changing condition. Communicable: Is easy to communicate, can be successfully explained

within 5 minutes.



Communicating the Change Vision Using every vehicle possible to constantly communicate the new vision & strategies Having the guiding coalition role model the behavior expected of employees

Key elements in communicating the vision: Simplicity. All jargon & technobabble must be eliminated. Metaphor, Analogy & Example. A verbal picture is worth a thousand

words. Multiple Forums. Big meetings & small, memos, newspapers, formal and

informal meetings. Repetition. Ideas sink in only after they have been heard many times Leadership by Example. Behavior by important people that is inconsistent

with the vision overwhelms other forms of communication. Explanation of Seeming Inconsistency. Unaddressed inconsistencies

undermine the credibility of all communications. Give & Take. Two way communication is always more powerful and one-

way communication.



Empowering Broad-Based Action Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging risk taking & non-traditional ideas, activities & actions

Empowering People to Effect Change

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.



Generating Short-Term Wins Planning for visible improvements in performance, or wins Creating those wins Visibly recognizing & rewarding people who made the win possible

1. Provides evidence that sacrifices are worth it. 2. Reward change agents. 3. Helps fine-tune vision & strategies. 4. Undermine cynics and self-serving registers. 5. Keep bosses on board. 6. Build Momentum.



Consolidating Gains & Producing More Change Using increased credibility to change all systems, structures & policies that dont fit together and dont fit the transformation strategy Hiring, promoting, & developing people who can implement the change vision Reinvigorating the process with new projects, themes & change agents

More change, not less. The guiding coalition uses the credibility afforded by the short-term wins to tackle additional and bigger change projects

More Help. Additional people are brought in, promoted and developed to help with all the changes

Leadership from Senior Management. Senior people focus on maintaining clarity of shared purpose, keeping urgency levels up.

People management & leadership from below. Lower ranks in the hierarchy provide both leadership & management for specific projects.

Reduction of unnecessary interdependencies. To make change easier in both short/long-term, managers identify and eliminate unnecessary organizational interdependencies.


Note: Resistance is always waiting to reassert itself!


Anchoring New Approaches in the Culture Creating better performance through customer- & productivity oriented behavior, more and better leadership, & more effective management Articulating the connections between new behavior & organizational success Developing means to ensure leadership development & succession

Concepts: Culture changes come last, not first. Most alteration in norms & shared values come at

the end of the transformation process Results matter. New approaches usually sink into a culture only after it is very clear that

they work and are superior to the old methods. Requires a lot of talk. Without verbal instruction and support, people are reluctant to

admit the validity of new practices. May involve turnover. Sometime the only way to change a culture is to change key

people. Makes decision on succession crucial. If promotion processes are not changed to be

compatible with the new practices, the old culture will reassert itself



Copyright 2010 by ICSI

Transforming Health Care Through Collaboration

Advancing Leadership Skills for Todays Needs

A Framework for Tomorrow

Gary Oftedahl, MD

Objectives

Background

Adaptive Framework overview

Leadership/Authority

Breaking it downwhat do I do?

Moving ahead

Discussion and questions

The Way It Is

We no longer live in a world where we have the right to expect authorities to know the answers

The challenges our organizations face are complex Require MORE THAN application of expertise

Require changes in the habits, attitudes and values of people high and low in the organization

Recognizing the Challenges of Leadership

Framing the issues

Adaptive Challenges

Situation is complex, solution not obvious

Cant be done within present system

Need to change/address deeply held beliefs and values

Loss is inherent part of process

Framing the Issues

Technical Challenges

Problem well defined

Answer can be found within present structure

Implementation is clear

Value of expert to provide answer

Adaptive Challenges

We look for the wrong kind of leadership

Human behavior and Uncertainty

Leadership and authority

Authority

Power entrusted to perform a service

Meeting expectations good leader

Power and position decrease if expectations are not met

Important in driving technical change

BUTwhat if its not technical?

Leadership = authority but used differently

Authority in the Adaptive Work Using Authority with a New Focus

Frame and provide tough questions

Rather than fulfilling the expectation for answers

Let people feel the pinch of reality

Rather than protect people from an outside threat

Disorient people so that new role relationships develop

Rather than orient people to their current roles

Draw issues out

Rather than quell conflict

Challenge the way to do business, distinguishing those values and norms that must endure from those that should go

Rather than maintain norms

Protecting Voices of Leadership Without Authority

Protect the voices you want to silence

Annoyance is a signal of opportunity

Is there potential value in addressing the provocative questions being raised?

Leadership Actions for Adaptive Challenges

Listen Concerns, fears expressed

Create environment to foster dialogue

Reflect Feed back from your balcony position

Assess reaction to see if you are on mark

Intervene PDSAexperiment

New discovery to introduce

The most common cause of leadership failure is treating an

adaptive problem with a technical fix.

Your Commitment

Get on the balcony

Identify the adaptive challenge

Keep the level of distress within a tolerable range for addressing adaptive challenges

Focus attention on ripening issues and not on stress-reducing distractions

Give the work back to the people -- at a rate they can tolerate

Protect voices of leadership without authority

Copyright 2010 by ICSI

Transforming Health Care Through Collaboration

Thank you.

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AM07 Becker