Creativity & Change Leadership

8/18/2019 Creativity & Change Leadership

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Management - Chapter 18 1

Leadership responsibilities for the

innovation process:

– Imagining.

– Designing.

– Eperimenting.

– !ssessing.

– "caling.


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Management - Chapter 18 #

$o%r steps of the prod%ct innovation

process:

– Idea creation.

– Initial eperimentation.

– $easibilit& determination. – $inal application.


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Management - Chapter 18 '


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Management - Chapter 18 (

Change leader.

– ! change agent )ho ta*es leadership

responsibilit& for changing the eisting pattern

of behavior of another person or social s&stem.

Change leadership. – $or)ard-loo*ing.

– +roactive.

– Embraces ne) ideas.


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Management - Chapter 18 ,

$ig%re: Change leaders vers%s stat%s %o

managers.


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Management - Chapter 18

/op-do)n change.

– "trategic and comprehensive change that isinitiated )ith the goals of comprehensiveimpact on the organi0ation and its performancecapabilities.

– Driven b& the organi0ations top leadership.

– "%ccess depends on s%pport of middle-leveland lo)er-level )or*ers.


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3ottom-%p change. – /he initiatives for change come from an& and

all parts of the organi0ation4 not 5%st topmanagement.

– Cr%cial for organi0ational innovation.

– Made possible b&:

6 Emplo&ee empo)erment.6 Emplo&ee involvement.

6 Emplo&ee participation.


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Integrated change leadership.

– "%ccessf%l and end%ring change combines advantages

of top-do)n and bottom-%p approaches.

– /op-do)n:

6 3rea*s %p traditional patterns.

6 Implements diffic%lt economic ad5%stments.

– 3ottom-%p:6 3%ilds capabilit& for s%stainable change.

6 3%ilds capabilit& for organi0ational learning.


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/ransformational and incremental change. – nplanned change.

6 9esponse to %nanticipated events.

6 ood leaders act on opport%nities for reactive change. – +lanned change

6 !ligning the organi0ation )ith anticipated f%t%re challenges.

6 !ctivated b& proactive leaders )ho are sensitive to performancegaps.

6 /ransformational change

ma5or and comprehensiveredirection.

6 Incremental change ad5%sting eisting s&stems and practices.


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Management - Chapter 18 1;

and recogni0e those )ho help.

– 3%ild on s%ccess? align people and s&stems )ith ne) )a&s.

– "ta& )ith it? *eep the message consistent? champion thevision.


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Eternal forces for change: – lobali0ation.

– Mar*et competition.

– Local economic conditions. – overnment la)s and reg%lations.

– /echnological developments.

– Mar*et trends.

– "ocial forces and val%es.

Internal forces for change: – !rise )hen change in one part of the s&stem creates the need for

change in another part of the s&stem.

– Ma& be in response to one or more eternal forces.


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Management - Chapter 18 1#

@rgani0ational targets for change:

– /as*s

– +eople

– C%lt%re

– /echnolog&

– "tr%ct%re


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Management - Chapter 18 1'


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Management - Chapter 18 1(

$ig%re 18.' Le)ins three phases of

planned organi0ational change.


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Management - Chapter 18 1,

"trategies of ChangeA

$orce-coercion strateg& of change.

– ses po)er bases of legitimac&4 re)ards4 and

p%nishments to ind%ce change.

– 9elies on belief that people are motivated b& self-

interest.

– Direct forcing and political mane%vering.

– +rod%ces limited and temporar& res%lts.

– Most %sef%l in the %nfree0ing phase.


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9ational pers%asion strateg& of change.

– 3ringing abo%t change thro%gh pers%asion bac*ed b&

special *no)ledge4 empirical data4 and rational

arg%ment.

– 9elies on epert po)er.

– 9elies on belief that reason g%ides peoples decisions

and actions. – sef%l in the %nfree0ing and refree0ing phases.

– +rod%ces longer-lasting and internali0ed change.


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"hared po)er strateg& of change. – Engages people in a collaborative process of identif&ing

val%es4 ass%mptions4 and goals from )hich s%pport for

change )ill nat%rall& emerge. – /ime cons%ming b%t li*el& to &ield high commitment.

– Involves others in eamining socioc%lt%ral factors relatedto the iss%e at hand.

– 9elies on referent po)er and strong interpersonal s*illsin team sit%ations.

– 9elies on belief that people respond to socioc%lt%ralnorms and epectations of others.


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$ig%re: !lternative change strategies and

their leadership implications.


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Reasons for people resisting change:

– $ear of the %n*no)n

– Disr%pted habits

– Loss of confidence

– Loss of control

– +oor timing

– Bor* overload – Loss of face

– Lac* of p%rpose


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Management - Chapter 18 #;

Methods for dealing )ith resistance tochange: –

Ed%cation and comm%nication – +articipation and involvement

– Eplicit and implicit coercion

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Creativity & Change Leadership