1 / 14

Implementing Change

Implementing Change. APAMSA Leadership Development Module . Implementing Change. Task-Oriented Behaviors . Successful change depends on when, where, and how it is implemented and who is involved Broad changes require multiple key players in the organization

jaafar
Download Presentation

Implementing Change

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Implementing Change APAMSA Leadership Development Module

  2. Implementing Change Task-Oriented Behaviors • Successful change depends on when, where, and how it is implemented and who is involved • Broad changes require multiple key players in the organization • Formulate a collective strategy for change with a coalition of supporters Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  3. Task-Oriented Behaviors Leadership Challenge (9) • Implementing Change • Major transformation often involves recruitment of new leaders and a mandate for radical change • Identify the most important leadership behavior when implementing major change and briefly describe an example why this is the case.

  4. Implementing Change Guidelines For Implementing Change • A sense of urgency • Prepare for change • Help people cope • Allow early successes • Keep people informed • Commitment to change • Empower people Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  5. Implementing Change A Sense Of Urgency • Persuade key players of the urgent need for immediate vs. gradual change • Identify reasons that make the current situation an ideal opportunity to initiate change: • Key players share the desire to implement change • Resources are available, change is feasible • Problems are evident & policy change is urgent Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  6. Implementing Change Prepare For Change • Adjustments must be made by multiple persons with major changes • Avoid dissatisfaction and rebelliousness among team members by clarifying expectations and adjustments needed during the change • Be realistic and anticipate potential problems and setbacks regardless of the wide appeal for change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  7. Implementing Change Help People Cope • Major changes are stressful, anxiety provoking, and depressing for persons making adjustments • Help people cope with past failed efforts, or who struggle with new policies or practices by holding informal discussions to air out grief and frustration with the changes Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  8. Implementing Change Allow Early Successes • Create opportunities to accomplish simple tasks in the early phase of a new project • Early success marks progress that can build the confidence of team members • Some skeptics will only participate after noting progress Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  9. Implementing Change Keep People Informed • When no one is informed of progress, people may wonder if the push for change has died and efforts reverted back to old ways • Build enthusiasm and optimism by informing people of progress: steps initiated, established changes, improvements in performance • Celebrate progress with public announcements and ceremonies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  10. Implementing Change Commitment To Change • See things through and stay committed to the end • Enthusiasm may dwindle when problems or setbacks are encountered • Leaders will be looked upon for resilience to stay the course—if not, all is lost • Leaders will invest time, effort, and resources to resolve problems and implement change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  11. Implementing Change Empower People • Avoid micromanaging every aspect of the transformation process • Delegate authority to multiple individuals whom may better deal with anticipated problems • Empower key players to implement changes most relevant to their vested needs and interests Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 300-307)

  12. Task-Oriented Behaviors Summary • Implementing Change • Broad changes will involve multiple key players in the organization • The Guidelines for Implementing Change offer a collective strategy for change with a coalition of supporters • Apply these guidelines to effectively provide motivation, support, guidance, and resources to facilitate change

  13. Leadership Development Next Topic… • Time Management • Our next module discusses guidelines for effective time management

  14. Task-Oriented Behaviors Sources • G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 300-307 • Free Management Library • www.managementhelp.org/ldrship/ldrship.htm

More Related