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Leading Change for Organization Renewal . Gene Deszca School of Business and Economics Wilfrid Laurier University, Waterloo, Ontario, Canada. Agenda . The basic change model Barriers to successful change Five ways we limit ourselves HOW to change WHAT to change You as change agent.

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Leading Change for Organization Renewal

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Leading change for organization renewal l.jpg

Leading Change for Organization Renewal

Gene Deszca

School of Business and Economics

Wilfrid Laurier University,

Waterloo, Ontario, Canada


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Agenda

  • The basic change model

  • Barriers to successful change

  • Five ways we limit ourselves

  • HOW to change

  • WHAT to change

  • You as change agent


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Organization Change is:

  • A planned alteration of organizational components to improve the effectiveness of the organization.

    • Components include: mission and vision, strategy, goals, structure, processes & systems, technology & people

    • Enhanced effectiveness increases our ability to generate value for those they serve


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The Basic Change Model – K. Lewin

UNFREEZE

CHANGE

REFREEZE

Re-gel??


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Your Experience With Change Management

  • So it’s easy??

  • Does it work this way?

  • What gets in the way?


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Barriers to Recognizing the Need for Change

  • Past successes

  • Existing culture

  • Current vision

  • Leadership practices

  • Embedded systems and processes

  • The above can lead to active inertia, groupthink,

  • and other impediments to critical judgment

  • and action


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Barriers to Successful Change

  • Thesis:

    • We have seen the enemy and the enemy is us!

    • In too many situations, our perceptions, attitudes and beliefs block us from successful organization change.


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Five Ways We Limit Ourselves

  • Flawed analysis

    • Need to deal with both the How and What of change

    • Need both an “inside out” and “outside in” focus

  • Lack of self awareness - blind spots


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Five Ways We Limit Ourselves

  • Failure to integrate head, heart and hand approaches to change

    • Head factors - the cognitive elements – persuasion of need for change based on logical arguments

    • Heart factors are affective elements – persuasion based on emotion to build buy-in and commitment

    • Hand factors are action elements – the engagement of people in change through their active involvement


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Five Ways We Limit Ourselves

  • We assume that money is the tool of choice for motivating people

    • Money may work but it brings the body but not the soul. Better to create a powerful, compelling vision

  • We confuse ambivalence for resistance. We get defensive and we view resistance as "bad”

    • We assume those with different ideas are wrong

    • Ambivalence and Resistance contains information that we need to understand and tap into.


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Back to The Change Models

The How of Change – Beckhard and Harris


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Change Management: The How of Change


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Back to The Change Models

The What of Change – Nadler and Tushman


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Organizational Congruence Model

TRANFORMATION PROCESS

OUTPUT

SYSTEMS

LEVEL

UNIT/GROUP

LEVEL

INDIVIDUAL

LEVEL

INPUT

ENVIRONMENT

(P.E.S.T.)

RESOURCES

HISTORY/

CULTURE

INFORMAL

STRUCTURE

& PROCESS

PEOPLE

S

T

R

A

T

E

G

Y

FORMAL

STRUCTURE

WORK


Organizational congruence model15 l.jpg

Organizational Congruence Model

TRANFORMATION PROCESS

OUTPUT

SYSTEMS

LEVEL

UNIT/GROUP

LEVEL

INDIVIDUAL

LEVEL

INPUT

ENVIRONMENT

(P.E.S.T.)

RESOURCES

HISTORY/

CULTURE

INFORMAL

STRUCTURE

& PROCESS

PEOPLE

S

T

R

A

T

E

G

Y

FORMAL

STRUCTURE

WORK


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What’s Required to be a Successful Change Leader?

  • Keen capacity to assess and anticipate the external environment

    • Develop diverse networks for ideas, information & support

  • Rich understanding of organizational systems & processes, power structures & stakeholder networks

  • Excellent communication skills

    • Capacity to frame vision

  • Driving passion for action, yet patient and persistent

    • Well developed sense of timing and tactics

    • Ability to assess and manage risk


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    Characteristics Of A Change Leader (cont.)

    • Tolerance for ambiguity and risk taking

    • Emotional maturity and courage

      • Willingness to hire & listen to employees who will stand up and tell you what they really think

    • Self confidence and optimism

    • Honest and trustworthy, able to inspire confidence

    • Deep understanding of themselves & their impact

    • Curiosity and a strong desire to learn


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