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You have the power to lead, change you workplace, and collaborate not only across offices but also across the world. In this exciting session, you will learn about innovative strategies for becoming a leader and setting up the workplace systems to support open communications across your organization to facilitate collaboration. Learn about new technology systems for managing collaboration and how you can be a change agent within your organization for growth.
Citation preview
Roger Conner
Power Librarianship
Setting Sail for Leadershipand Collaboration
Roger Conner
Goals for today:
•Learn how to be a change agent
•Review leadership and strategies for working together
•Explore my top 20 tools for working together.
•Open session to explore specific concerns and problems.
Being a Change Agent
What is organizational change?Forms of change.
Radical change. Also known as frame-breaking change. Change that results in a major overhaul of the
organization or its component systems.
Incremental change. Also known as frame-bending change. Change that is part of the organization’s natural
evolution.
Being a Change Agent
What is organizational change?
Change agents = YOU!
Individuals and groups who take responsibility for changing the existing behavior patterns of an organization.
Managers and leaders in contemporary organizations are expected to be change agents.
Being a Change Agent
What is organizational change?
Unplanned change.
• Occurs spontaneously or randomly.
• May be disruptive or beneficial.
• The appropriate goal is to act quickly to minimize
any negative consequences and maximize any
possible benefits.
Being a Change Agent
What is organizational change?
Planned change.• The result of specific efforts by a change agent.• A performance gap is a direct response to a
perceived performance gap.• A discrepancy between the actual and desired state of
affairs.• May reflect problems or opportunities.
Being a Change Agent
What is organizational change?
Organizational forces for change.
• Organization-environment relationships.
• Organizational life cycle.
• Political nature of organizations.
Being a Change Agent
What is organizational change?Organizational targets for change.
Purpose.Objectives.Strategy.CulturePeople.Tasks.StructureTechnology.
Being a Change Agent
What is organizational change?
Phases of planned change.• Unfreezing.
• Preparing a situation for change by disconfirming existing attitudes and behaviors.
• Susceptibility to “boiled frog phenomenon.”
• Changing.• Taking action to modify a situation by altering the
targets of change.
• Refreezing.• Maintaining and eventually institutionalizing the change.
Being a Change Agent
What change strategies areused in organizations?Force-coercion strategy.
• Draws on reward power, coercive power, and
legitimate power as primary inducements to
change.
• Change agent acts unilaterally to command
change.
• Usually results in temporary compliance.
Being a Change Agent
What change strategies areused in organizations?
Rational persuasion strategy.
• Also known as an empirical-rational strategy.
• Draws on expert power as primary inducement to change.
• Change agent uses special knowledge, empirical support, or rational arguments.
• Usually results in long-term internalization.
Being a Change Agent
What change strategies areused in organizations?
Shared power strategy.• Also known as a normative-reeducative approach.• Draws on referent power as primary inducement
to change.• Change agent empowers people affected by the
change and involves them in decision making related to the change.
• Usually results in long-term internalization.
Being a Change Agent
What can be done aboutresistance to change?Resistance to change.
• Any attitude or behavior that indicates unwillingness to make or support a desired change.
• Alternative views of resistance.• Something that must be overcome for change to be
successful.• Feedback that can be used to facilitate achieving
change objectives.
Being a Change Agent
What can be done aboutresistance to change?Why people resist change.
• Fear of the unknown.• Lack of good information.• Fear for loss of security.• No reason to change.• Fear for loss of power.• Lack of resources.• Bad timing.• Habit.
Being a Change Agent
What can be done aboutresistance to change?
Ways in which resistance is experienced.
• Resistance to the change itself.
• Resistance to the change strategy.
• Resistance to the change agent.
Being a Change Agent
What can be done aboutresistance to change?
How to deal with resistance.• Education and communication.• Participation and involvement.• Facilitation and support.• Negotiation and agreement.• Manipulation• Explicit and implicit coercion.
Being a Change Agent
What can be done aboutresistance to change?
Education and communication.• Educates people about change prior to
implementation and helps them understand the logic of change.
• Use when people lack information or have inaccurate information.
• Advantage — creates willingness to help with the change.
• Disadvantage — can be very time consuming.
Being a Change Agent
What can be done aboutresistance to change?
Participation and involvement.• Allows people to help design and implement the
changes.• Use when other people have important
information and/or power to resist.• Advantages — adds information to change
planning; builds commitment to change.• Disadvantage — can be very time consuming.
Being a Change Agent
What can be done aboutresistance to change?
Facilitation and support.• Provides emotional and material assistance for
people experiencing the hardships of change.• Use when resistance traces to resource or
adjustment problems.• Advantage — directly satisfies specific resource
or adjustment needs.• Disadvantages — can be time consuming; can be
expensive.
Being a Change Agent
What can be done aboutresistance to change?
Negotiation and agreement.• Offers incentives to actual or potential change
resistors.• Use when a person or group will lose something
because of the change.• Advantage — helps avoid major resistance.• Disadvantages — can be expensive; can cause
others to seek similar deals.
Being a Change Agent
What can be done aboutresistance to change?
Manipulation• Use covert attempts to influence others by
selectively providing information and consciously structuring events.
• Use when other methods don’t work or are too expensive.
• Advantages — can be quick and inexpensive.• Disadvantage — can create future problems if
people sense manipulation.
Being a Change Agent
What can be done aboutresistance to change?
Explicit and implicit coercion.• Employ the force of authority to implement
change.• Use when speed is important and the change
agent has power.• Advantages — quick; overpowers resistance.• Disadvantage — risky if people get mad.
Leadership and Collaboration
Leadership is Change
• There are many definitions…
• The essence of leadership is change – it is getting people to do things that they otherwise would not do on their own.
Leadership and Collaboration
Strategies for Working Together
• Barriers to working together (3Ts)
– Time
– Trust
– Turf
• Variance with the 3Ts impact strategy…
Leadership and Collaboration
Networking
• NETWORKING is defined as exchanging information for mutual benefit.
• Networking is the most informal of the inter-organizational linkages and often reflects an initial level of trust, limited time availability, and a reluctance to share turf.
Leadership and Collaboration
Coordinating
• COORDINATING is defined as exchanging information and altering activities for mutual benefit and to achieve a common purpose.
• Coordinating requires more organizational involvement than networking and is a very crucial change strategy. Coordinated services are "user-friendly" and eliminate or reduce barriers for those seeking access to them.
• Compared to networking, coordinating involves more time, higher levels of trust yet little or no access to each other's turf.
Leadership and Collaboration
Cooperating• COOPERATING is defined as exchanging information, altering
activities, and sharing resources for mutual benefit and to achieve a common purpose.
• Cooperating requires greater organizational commitments than networking or coordinating and, in some cases, may involve written (perhaps, even legal) agreements.
• Shared resources can encompass a variety of human, financial, and technical contributions, including knowledge, staffing, physical property, access to people, money, and others.
• Cooperating can require a substantial amount of time, high levels of trust, and significant access to each other's turf.
Leadership and Collaboration
Collaborating• COLLABORATING is defined as exchanging information,
altering activities, sharing resources, and enhancing the capacity of another for mutual benefit and to achieve a common purpose.
• The qualitative difference between collaborating and cooperating in this definition is the willingness of organizations (or individuals) to enhance each other's capacity for mutual benefit and a common purpose
• Collaborating is usually characterized by substantial time commitments, very high levels of trust, and extensive areas of common turf.
Leadership and Collaboration
Definition Networking Exchanging information for mutual benefit
Coordinating Exchanging information for mutual benefit, and alteringactivities to achieve a common purpose
Cooperating Exchanging information for mutual benefit, and altering activities and sharing resources to achieve a common purpose
Collaborating Exchanging information for mutual benefit, and altering activities, sharing resources, and enhancing the capacity of another to achieve a common purpose
Relationship Informal Formal Formal Formal
Characteristics
Minimal time commitments, limited levels of trust, and no necessity to share turf ; information exchange is the primary focus
Moderate time commitments, moderate levels of trust, and no necessity to share turf; making access to services or resources more user-friendly is the primary focus
Substantial time commitments, high levels of trust, and significant access to each other’s turf; sharing of resources to achieve a common purpose is the primary focus
Extensive time commitments, very high levels of trust and extensive areas of common turf; enhancing each other’s capacity to achieve a common purpose is the primary focus
Resources
No mutual sharing of resources necessary
No or minimal mutual sharing of resources necessary
Moderate to extensive mutual sharing of resources and sharing risks, responsibilities, and rewards
Full sharing of resources, and full sharing of risks, responsibilities, and rewards
Tools & Technology
A Few of My Favorite Tools
Bubble.us – On Demand Brainstorming
Stixy – For Those of Us That Organize with Post-Its
Google Docs – Top document collaboration system
Tools & Technology
Twiddla - On-demand sandbox.
Skype – Advanced video conference / VoIP
ProjectPier – Project Management System - Geek Friendly
Tools & Technology
Vyew – Synchronous & Asynchronous Web Meetings
Keep and Share – Document and Calendar Hosting
Writeboard – “Wiki Like” Online Collaboration
Tools & Technology
37signals – The de facto standard in online collaboration.
Teambox – Online Project Management
ZoHo – The big box retailer of all things collaboration.
Tools & Technology
Wridea – Idea collection and management.
TeamworkPM – Friendly but powerful project management.
RememberTheMilk (RTM) – To Do List Management - GTD
Tools & Technology
Doodle – Never have to coordinate a meeting time again.
CoMindWork - Project management for the power user.
UserVoice – Crowdsourced idea management and coordination.
Tools & Technology
StreamWork – Web-based Decision Support System (DSS).
Yammer –Micro-blogging and messaging for your organization.