Your questions• Who “oversees” the executives to make sure they are

accepting change? How do you know they are “on board”?• Hey, how can a leader’s horizon go out 30-40 years when

everything is changing?• Doesn’t having a good sense of history distort one’s view of

the future?• With the challenge to change being almost constant, if we fail

on this response how do we sustain trust for the next challenge-response situation?

• How do you maintain balance between change and stability, when you are continually challenged?

• Why do leaders/managers lack confidence in others and, consequently, have a problem with giving up control to those below them in the hierarchy?

For Discussion• Quinn, Sprietzer & Brown state: 3/4ths of all organizational transformation efforts

fail, or create survival threatening problems, because those initiating the change fail to successfully alter the human system. A) What does this mean and B) How could those in authority successfully alter the (human) system?– Does this relate to Covey? How?

• Kotter states that less than 15% of companies successfully transform themselves. Apart from what Kotter identifies, what would be reasons for this low success rate?

• Bridges & Mitchell state that failure to successfully lead change is in part the result of leader’s not understanding that the transitions, & not necessarily the changes themselves, are holding people back. Agree or disagree and why?

• All “beginnings” must be preceded by an “end.” How does this relate to leadership & change? Perhaps the article on Dropping Your Tools might shed light on this.

• Describe &/or explain the role that trust plays (in guiding change). What is it? What does it do? Why is it important? How do you realize/create/develop it? What does leadership have to do with it?

• “Culture doesn’t change because we desire/wish it to change.” What role of does leadership play relative to culture? How could/should this role be carried out?

What Is It?

What Does It Do?

Dimensions of

Depends On?

LEADERSHIP

How To Create It?

What Is It?

What Does It Do?

Dimensions of

Depends On?

LEADERSHIP

How To Create It?

From the readings

• Senge: Ecology of Leadership– You don’t drive change; it’s a human system– Leaders must

• Develop personal learning strategies– being open; being flexible; being a model of change

• Understand the context in which you work

• Kanter: The Enduring Skills of Change Leaders

– Real change is beyond the control of top mgmt• It requires people to adjust their behavior

– Change requires encouraging innovation, personal competence, making connections with people

From the readings• Quinn, Spreitzer & Brown:

– Real change implies a change in the system of orientation (attitude)– Real change doesn’t happen by outward looking people

• Change leaders know that they participate in making reality– We are the programmers, we are the initiators of our reality

– Real change requires engagement, courage and trust• No self-deception• Influence change by changing one self• Increase circle of influence by acting from the depths of their very

being

– Real change creates a new order– an emergent system, one that can learn, adapt and grow; at the edge of chaos

– Real change leaders strive for inclusion, openness and development– Real change leaders model the behavior they seek in others

• Transcendent leaders

– Real change leaders develop a vision for the common good—one not externally referenced

• Inspires others to enact their best selves

Comparison of Change Theory

Criteria Traditional Advanced

Action Orientation Plan THE Solution Enable emergence

Barrier to Effect. Other’s Inadequacies Hypocrisy, the System

Behavioral Determ. External sanctions Internal values

Implicit Purpose Personal survival of agent of change

Realization of collective potential

Relationship Control over others Freedom to & from

Mode of Influence Rational persuasion Inspiration

Desired Result Alter the target aud. Transf of self & the system

New Beginnings Involve:

• New Understandings

• New Values

• New Attitudes

• Most of All, A New Sense of Self

“If you want to influence other people, then you have to be a person

who genuinely stimulates and challenges others.... your relationships with people...has to be a specific expression of your own true

individual life...”

Deming’s Role of a Manager of People After Transformation• Understands/Conveys the

Meaning of the System• Helps People to

Understand their Inter-Dependence in the System

• Creates for Everybody Interest & Challenge

• Is an Unceasing Learner• Is Coach & Counsel, Not

a Judge• Listens & Learns• Creates Trust

• Understands Dynamics of the System

• Relies on Personhood, Knowledge and Position in that Order

• Seeks to Improve His Performance

• Seeks to Help People• Doesn’t Expect

Perfection• Understands Benefits of

Cooperation & Harm of Competition

A Model for Transformation

Transf.

Power

Strength

There will be no Transformation

without a

SYSTEM

for

LEARNING

--W.Edwards Deming

The Way In... Is...The Way Out!

Time

Facilitating Change• Remove the constraints to (understanding change)

to reduce the resistance to change• But constraints are usually intangible mental

models—often cultural• Help people to detach from “reality” ==>

Removing FEAR• The best you can do is to develop trust, provide

new experiences & provoke thinking--new thought

The most difficult aspectof guiding change

is the resistance that emanatesfrom a person’s emotional interpretation

of the change !

Change is a Psychic Event

Simply Providing A Logical Rationale for Change

Isn’t (usually) Effective

“An adventure is only an inconvenience rightly understood.

An inconvenience is only an

adventure wrongly understood”-- C. K. ChestertonReality is Perception

Perception is Influenced by Belief

Belief Influences Behavior

How Do (real) Leaders Help People Let Go?

• Describe the Change

• Seek to Understand

• Be Empathetic

• Help People See the Future (&

its benefit over the present)

What is Required: Critical Mass

• One Acting Alone Can’t Do It

• Many Acting Independently Can’t Do It

• But, A Unified Team Can Do It

Experiences Influence the Psychological Effects of Change

• Provide (create) Influencing

Experiences

• Demonstrate Your Belief in Their

Ability

• Remove Fear Causing Conditions

Planning Change: Seeking the Level for Optimum Leverage

• Events

• Patterns of Events

• Structures & Processes

• Purpose/Mission

• Vision

• Assumptions & Beliefs

Work of Leadership(Heifetz & Laurie)

• Give Work Back to People• Disciplined Attention• Embody the Adaptive Challenges• Guide-- Be Patient• Question - Led• Get on The Balcony-- Systems Thinker• Seek Patterns in Events• Regulate Distress: Bring Order to Chaos and Chaos

to Order

Leader: Savior or Servant• Personal Drive to

Achieve• Triumphant Individual• Political Prowess• Relies on Facts, Logic,

Empirical Proof• Individual Talents

==> Personal Value• Eager to Speak:

Dominant Personality

• Desire to Serve Others• Highly Collaborative• Builds Trust• Integrates Intuition &

Intelligence • Personal Value is Not

Contingent• Values Others

Perspective: Listens Attentively