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Strategic Change Leadership
Tony Warner
Recruits, doesn’t just hire
Breathes vision into people
Models positive behavior
Challenges, provokes
Is intellectually stimulating
Doesn’t interfere, has courage to let it happen
Discovers talents
Builds the habitat for creativity
Instills ownership
Creates the capacity for ongoing change
Definition - Ability to anticipate, envision, maintain flexibility and empower others to create strategic change
STRATEGIC LEADERSHIP
Just-a-Strategist
Knowing the right
things to do
Deadwood
Doing the wrong
things poorly
Just-a-Manager
Getting things
done well
Strategic Leader
Doing the right
things the right waySUBSTANCE
Implementing Getting things done the right way.
Visioning
Focusing on
the right things.
SUBSTANCE AND PROCESS IN
STRATEGIC LEADERSHIP
PROCESS
Time
1. Determining the organization’s purpose or vision
2. Exploiting and maintaining the organization's core competencies.
3. Developing the organization's human capital.
4. Sustaining an effective organizational culture.
5. Emphasizing and displaying ethical practices.
6. Establishing balanced organizational controls.
What’s Organizational
Change?
….is the management of realigning an organization to
meet the changing demands of its business
environment, including improving service delivery and
capitalizing on business opportunities, underpinned by
business process improvement and technologies. It
includes the management of changes to the
organizational culture, business processes, physical
environment, job design / responsibilities, staff skills /
knowledge and policies / procedures.
Change leader A change agent who takes leadership
responsibility for changing the existing pattern of behavior of another person or social system.
Change leadership. Forward-looking.
Proactive.
Embraces new ideas.
Change
Leaders
•Confident of ability
•Willing to take
risks
•Seizes opportunity
•Expects surprise
•Makes things
happen
Creativity
and
Innovation
Status quo
Managers
•Threatened by
change
•Bothered by
uncertainty
•Prefers predictability
•Supports the status
quo
•Waits for things to
happen
promotes
and
actively
supports
avoids
and even
discourages
Top-down change. Strategic and comprehensive
change that is initiated with the
goals of comprehensive impact on the organization and its performance capabilities.
Driven by the organization’s top leadership.
Success depends on support of middle-level and lower-level workers.
Bottom-up change.
The initiatives for change come from any and all parts of the organization, not just top management.
Crucial for organizational innovation.
Made possible by:
Employee empowerment.
Employee involvement.
Employee participation.
Globalization Market competition. Local economic
conditions. Government laws &
regulations. Technological
developments. Market trends. Social forces and
values.
Arise when change in one part of the system creates the need for change in another part of the system.
May be in response to one or more external forces.
External forces for
change:
Internal forces for
change:
Organizational targets for change:
Tasks
People
Culture
Technology
Structure
Kurt Lewin’s Change Model
Unfreeze
Change
Refreeze
Unfreezing phase. People come to realize
that the old ways of doing things are no
longer appropriate, and that change is
needed. This recognition may occur as a
result of an obvious crisis, or from the
leaders’ efforts to describe threats or
opportunities not yet apparent to most
people in the organization. An
organizational “catharsis” of some kind is
often necessary before the shell of
complacency and self-righteousness is
broken open, and prejudices against
major change removed.
Changing phase. People look for
new ways of doing things and select
an appropriate and promising
approach.
Refreezing phase. The new
approach is implemented and it
becomes established.
Phases of planned change
Unfreezing The phase in which a situation is prepared for change
and felt needs for change are developed.
Changing The phase in which something new takes place in the
system, and change is actually implemented.
Refreezing The phase of stabilizing the change and creating the
conditions for its long-term continuity.
How Organization Development
Works
Establish a
change
relationship
Diagnosis
Gathering &
analyzing
data, setting
change
objectives
Achieve
terminal
relationship
Intervention
Taking
collaborative
action to
implement
desired
change
Evaluation
Following
up to
reinforce
and support
change
UnfreezingChanging Refreezing
Planned Change
Process
Strategic Change Process
A type of organization change that realigns an organization's
7-S’s
Strategy
Structure
Systems
Skills, Staff, Style
...to fit within a new competitive advantage
FORCE-COERCION
RATIONAL PERSUASION
SHARED POWER
Change Strategy Power Bases Managerial Behavior
Force-Coercion
Using position power to
create change by decree
and formal authority
Rational Persuasion
Creating change through
rational persuasion and
empirical argument
Shared Power
Developing support for
change through personal
values and commitments
Legitimacy
Rewards
Punishments
Expertise
Reference
Direct forcing
and unilateral action
Political maneuvering
and indirect action
Informational effortsUsing credible knowledge,
demonstrated facts, and
logical argument
Participative effortsTo share power and involve
others in planning and
implementing change
Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better – King Whitney, Jr
We must become the change we want to see –Mahatma Gandhi
Men make history, and not the other way round. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to changethings for the better – Harry S Truman
WHY???
FEAR OF UNKNOWN
DISRUPTED HABITS
LOSS OF CONFIDENCE
LOSS OF CONTROL
POOR TIMING
WORK OVERLOAD
LOSS OF FACE
LACK OF PURPOSE
INGAINED IN THE CULTURE
Education and communication
Participation and involvement
Facilitation and support
Facilitation and agreement
Manipulation and co-optation
Explicit and implicit coercion
Change comes from tinkering
Tinkering is an iterative loop
Iteration provides opportunity for new information to be put into action plan
New information can be an innovation driver
Plan
Define the system
Questions and predictions
Plan to answer the who,
what, when, where
questions- objectives
Do
Try the change plan on small
scale
Collect data
Begin analysis of data
Study
Complete analysis of data
Compare data to
predictions
Summarize what was
learned
Act
Adopt, abandon or
continue decision
What changes need to
be made
Plan continuous
improvement
1. Increase Urgency
2. Build the Guiding Team
3. Get the Right Vision
4. Communicate for Buy-In
5. Empower Action
6. Create Short Term Wins
7. Don’t Let Up
8. Make Change Stick
Tactical Implementation Steps
Analyze the organization and its need for change: look at the
company's history of changes (successes and failures), patterns of
resistance; analyze the forces for and against change (Force field
analysis)
Create a shared vision and common direction: this should reflect the
values of the company; the vision should include the rationale, the
benefits, personal ramifications
Develop a non-threatening and preferably participative
implementation process: skillfully present plans, make information
readily available; explain the benefits for end users; start small and
simple; go for quick wins; publicize successes
Separate from the past: create a sense of urgency
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) The PMBOK® is an inclusive
term that describes the sum of knowledge within the profession of project management
PMBOK® Guide Identifies and describes that subset of the project management body of knowledge that is generally accepted
Project Management differs from other management efforts…
Projects are generally very complex
Projects progress in ―phases‖
Each phase has unique & different goals, challenges, timelines and products
Project Managers must bring together the specific expertise needed to address unique phase challenges, release those experts when complete, and bring together a new set of experts for the next phase
35
Project Management concepts and skills
―Industry independent‖—concepts and skills transcend industry boundaries
Universally applicable to different fields of work—project management concepts can be applied to various fields and disciplines such as Recruiting, Performance Management, Retention Programs
Effective project managers must have strong technical skills in their respective field
To be an effective project manager in the Human Resources profession—you must first be a competent HR Manager!
COST - SCHEDULE - PERFORMANCE
Performance
Schedule
Cost
Target
Stakeholders Anyone actively involved, or have an interest at
stake in the project May have influence, responsibility, and authority
over the project
Project Team Individuals that are performing the project work Typically involves the use of cross-functional
teams
Project Management Team Project team members that have management
responsibilities for the project
Project Manager The individual with overall responsibility for the
project
Project Sponsor The individual with the authority and resources
needed to champion the project effort Typically functions as the linking pin between the
project and the parent organization
Customer The individual/organization that represents the
end-user of the project’s resulting product or service
Project Integration Management Ensure that the various elements of the project are
properly coordinated
Project charter
Project plan
Change control
Project Scope Management Ensure that the project includes all of the work, and
only the work required, to complete the project successfully
Work breakdown structure
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Common Pitfalls of Implementation
Change took more time than allocated
Unforeseen problems surfaced
Coordination of implementation activities was ineffective
Competing crises distracted attention
Insufficient capabilities and skills of those involved
in the implementation
Support a strong leader role: the change advocate role is
critical to create a vision, motivate employees to embrace that
vision and craft a structure to reward those who strive toward
realization of the vision
Line up political sponsorship: broad based support is
important (both formal and informal support); identify target
individuals and groups whose support is needed; define the
critical mass of support needed; identify where each key
player is on the continuum (from "no commitment", "may let it
happen", "help it happen" to "make it happen"
Craft an implementation plan: this plan maps out the
effort
―People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.‖
John P. Kotter, The Heart of Change
Conclusion
Implementing change is both an art and
science. How a Manager implements
change can be almost important as what the
change is. Effective change involves
listening to the various “voices” within the
organization and to the requirements of a
particular situation.
The End
Questions ?