Chapter 12: The Effective Change Manager - What Does it Take?
Tactics for Blocking Interference (8)
Wait them out Wear them down Appeal to higher authority Invite them in Send emissaries Display support Reduce the Stakes Warn them off
Information Games (political tactic)
Withholding info to make others look foolish
Compromise (political tactic)
all right, you win this time
Dirty Tricks (political tactic)
blackmails, spying, discrediting & undermining
Networking (political tactic)
events to get initiatives onto mgmt agendas
Issue-selling (political tactic)
promoting plans/ideas in ways that make them more appealing to target audiences
Coach (image--> sound bite, approach to change, key competencies)
"Develop capacity to deal w/change?" Shape systemic capabilities.- values/skills/drills Coaching for change Influencing others
Scapegoating (political tactic)
Fault of another dept
Process Moves (issue-selling)
Groundwork that may need to be done in advance of selling he issues Prep, timing, formality
Image Building (political tactic)
Look the part - appearance is credibility
Alliance (political tactic)
Secret deals w/influential others to form a critical mass
Nurturer (image--> sound bite, approach to change, key competencies)
"Everybody's problem - how will we fix it?" Develop resilience, encourage involvement Facilitation
Director (image--> sound bite, approach to change, key competencies)
"Going to happen" Mgmt choice, C2 Strategic thinking/facilitating change
Navigator (image--> sound bite, approach to change, key competencies)
"Like to happen" Plan w/care, but expected unexpected Facilitating change/project mgmt
Caretaker (image--> sound bite, approach to change, key competencies)
"Might be possible" Accept the force of external context & adapt Thinking/judgement Influencing others
Interpreter (image--> sound bite, approach to change, key competencies)
"Think differently about this" Managing meaning through interpretations Learning/Development Communication
Networking Ability (political skill)
Adept at using networks, develop friendships Well connected
Social Astuteness (political skill)
Attuned observers Understand people well
Action (development of capabilities)
Building strengths Allowable weaknesses FIlling gaps
The Politics (development of capabilities)
Can be seen as unethical and time-wasting Prerequisite for success in gen mgmt/leadership positions
Six-Step Approach: Development of Change Management Capabilities
Career Moves Repositioning The Politics Strengths Gaps Action
Extrinsic Rewards
Career Progression
Intrinsic Rewards
Challenge Excitement Personal Development Job Satisfaction
Appreciate the challenges and rewards that accompany performing a change management role
Challenging, lonely, stressful, fast-paced and risky Opportunities for personal development, career progression
Structure Games (political tactic)
Creating new roles, teams, etc to promote supporters/sideline adversaries
Gaps (development of capabilities)
Decide which areas of competence you feel that: must develop as a matter of priority less important Acceptable to avoid
Career Moves (development of capabilities)
Desirable vs Undesirable characteristics Persistent, enthusiastic, flexible and approachable
Change Manager Master Level (CMI -12 skill areas)
Environmental knowledge Stakeholder focus Sustainable outcomes
Middle management contributions to organizational innovation, change and strategy (4)
Gathering/synthesizing information Justifying and championing alternatives Facilitating adaptability by relaxing rules and 'buying time' Translating goals into action and selling initiatives to staff
Change Manager Competency Model (BB Model)
Goals: sensitivity, clarity, flexibility Roles: team building/networking Communication Negotiation Managing Up: political, influencing
Change managers more successful where:
Held central positions Nature of their network matched the type of change they were pursuing Good relationships with 'fence-sitters' who were ambivalent about the changes
Apparent Sincerity (political skill)
Honest/open Show genuine interest in other people
Packaging Moves (issue-selling)
Ideas linked to the 'bottom line', profitability or market share
Political Tactics (11)
Image Building Information Games Structure Games Scapegoating Alliances Networking Compromise Rule Games Positioning Issue-selling Dirty Tricks
Rule Games (political tactic)
Inconsistent precedents
Top-Notch Change Manager (McB Model)
Interpersonal skills Diagnostic skills Initiation skills Organizational skills
Involvement Moves (issue-selling)
Knowing who to involve and when - exploiting relationships to build support
Recognize the nature and significance of the contributions of change managers at all levels of an organization, regardless of their formal roles or responsibilities
Middle manager are often among the most important Informal connections can be more influential
Repositioning (development of capabilities)
More association w/deeper, high-impact changes Avoid failing initiatives
Understand the significance of political skills to the role and effectiveness of change managers
Orgs are political systems and change is a politicized process Aware of perceptions/agenda of stakeholders, engage/consult them, counter attempts to subvert or resist change Political tactics (11) Political skills/dimensions (4)
Strengths (development of capabilities)
Plan/maintain/build on capabilities/strengths Further training/development
Core selection factors
Setting direction/thinking strategically Managing implementation w/o getting involved at too low a level of detail Building the capacity for innovation/change Getting things done across internal boundaries
Develop an action plan for improving your own change management capabilities
Six Step Approach: Development of Change Management Capabilities
Political Skills Key Dimensions (4)
Social astuteness Interpersonal influence Networking ability Apparent sincerity
Interpersonal Influence (political skill)
Subtle/convincing style Make people feel comfortable
Positioning (political tactic)
Switching/choosing roles where one is successful/visible
Identify the competencies in terms of the skills, knowledge, and other attributes that are ideally required in order to be an effective change manager
Three competency frameworks (CMI, McB, BB) Intimidation & Intimidation Tactics
Competency Frameworks (3)
Top-Notch Change Manager (McB) Change Manager Competency Model (BB) Change Manager Master Level (CMI-12)
Intimidation Tactics
Up close and personal Get angry Keep them guessing Know it all