chapter 18: creating/leading change
moving
"to institute the change", begins with establishing a vision of the desired future.
continual learning and leading
A leader—and this can include you—should be able to create an environment in which "others are willing to learn and change so their organizations can adapt and innovate [and] inspire diverse others to embark on a collective journey of ___________________________________________."
current and future
An ever-growing field of competitors, advancing technology, and changing customer preferences require companies to continuously offer new goods and services that meet or exceed the needs of _____________________________ customers
long term, sustained success
As you lead and learn into the future, we urge you to (1) think _____________________, along with handling the immediate demands you must face, and (2) consider collaboration as a key to ___________________________
Human resource management intervention
Attracting good people, setting goals, and appraising and rewarding performance.
highest standards
Being world class requires applying the best and latest knowledge and ideas and having the ability to operate at the _____________________of any place anywhere
rationales, objectives, methods
Connect the dots between programs by communicating to everyone concerned the common themes among the various programs: their common __________________, ______________________, and _______________
priority goals. demonstrate clear results
Connect the dots by understanding each change program and its goals, by identifying similarities among the programs and their differences, and by dropping programs that don't meet _____________________ or _________________________
resilience
Coping with uncertainty and change is easier if you develop __________________. To become more like this, practice thinking of the world as complex but full of opportunities; expect change, but view it as interesting and potentially rewarding, even if changing is difficult
high personal standards
Creating the future you want for yourself requires setting _______________________________________. Don't settle for mediocrity; don't assume that good is necessarily good enough—for yourself or for your employer
Education and Communication
Enlisting Cooperation Strategies Management should educate people about upcoming changes before they occur. It should communicate not only the nature of the change but its logic. This process can include one-on-one discussions, presentations to groups, and reports
Facilitation and Support
Enlisting Cooperation Strategies Management should make the change as easy as possible for employees and support their efforts. Facilitation involves providing the training and other resources people need to carry out the change and perform their jobs under the new circumstances Offering support involves listening patiently to problems, being understanding if performance drops temporarily or the change is not perfected immediately.
Explicit and Implicit Coercion
Enlisting Cooperation Strategies Some managers apply punishment or the threat of punishment to those who resist change. In other words, managers use force to make people comply with their wishes
Negotiation and Rewards
Enlisting Cooperation Strategies management can offer concrete incentives for cooperation with the change. Perhaps job enrichment is acceptable only with a higher wage rate, or a work rule change is resisted until management agrees to a concession on some other rule
Manipulation and Cooptation
Enlisting Cooperation Strategies managers use subtler, more covert tactics to implement change. Give a resisting individual a desirable role in the change process. For example, management might invite a union leader to become a member of an executive committee or ask a member of an useful outside organization to join the company's board of directors
Participation and Involvement
Enlisting Cooperation Strategies people who are affected by the change should be involved in its design and implementation. For major, organizationwide change, participation in the process can extend from the highest to the lowest levels
Generate short-term wins
Essential Activities of Leading Change Don't wait for the ultimate grand realization of the vision. You need some early progress. As small victories accumulate, you make the transition from an isolated initiative to an integral part of the business
anchor new approaches in the culture
Essential Activities of Leading Change Highlight positive results, communicate the connections between the new behaviors and the improved results, and keep developing new change agents and leaders. Continually increase the number of people joining you in taking responsibility for change.
Developing a vision and strategy
Essential Activities of Leading Change This process involves determining the idealized, expected state of affairs after the change is implemented. Because confusion is common during major organizational change, the clearest possible image of the future state must be developed and conveyed to everyone
consolidate gains and produce more change
Essential Activities of Leading Change With the well-earned credibility of previous successes, keep changing things in ways that support the vision. Hire, promote, and develop people who will further the vision
Empowering broad-based action
Essential Activities of Leading Change getting rid of obstacles to success, including systems and structures that constrain rather than facilitate. Encourage risk taking and experimentation and empower people by providing information, knowledge, authority, and rewards
establish a sense of urgency
Essential Activities of Leading Change managers can examine current realities and pressures in the marketplace and the competitive arena, identify both crises and opportunities, and be frank and honest about them. In this sense, urgency is a reality-based sense of determination, not just fear-based busyness
create a guiding coalition
Essential Activities of Leading Change putting together a group with enough power to lead the change. Change efforts fail without a sufficiently powerful coalition
Communicating the change vision
Essential Activities of Leading Change requires using every possible channel and opportunity to talk up and reinforce the vision and required new behaviors. It is said that aspiring change leaders under-communicate the vision by a factor of 10, or even 100 or 1,000, seriously undermining the chances of success
all levels
Groups at ________________ are the glue that can hold change efforts together, the medium for communicating about the changes, and the means for supporting new behaviors
Strategic intervention
Helping organizations conduct mergers and acquisitions, change their strategies, and develop alliances
genetically reengineering
If you are a manager and your employer operates in traditional ways, perhaps you can help start a revolution, ____________________________________ your company before it becomes a dinosaur of the modern era
exercise foresight, the future
If you think only about the present or simply wallow in the uncertainties of the future, your future is just a roll of the dice. It is far better to ____________________, set an agenda for ____________________, and pursue it with everything you've got.
Human process intervention
Improving conflict resolution, team building, communication, and leadership.
and
In contrast to the tyranny of the or, the genius of the _____
shaping the future, yourself
Long-term success derives from adapting to the world and ____________________________; being responsive to others' perspectives and being clear about what you want to change; encouraging others to change while recognizing what you need to change about _________________
specific practices and procedures
Managers should refreeze behaviors that promote continued adaptability, flexibility, experimentation, assessment of results, and continuous improvement—in other words, lock in key values, capabilities, and strategic mission but NOT _____________________________________________________________.
entrepreneurial
More and more, contemporary careers can involve leaving behind a large organization and going ____________________________, becoming self-employed in the postcorporate world
unfreezing, moving, refreezing
Motivating people to change often requires three basic stages:
force-field analysis
One technique to managing the change process, ___________________________, identifies the specific forces that keep people from changing plus the different forces that drive people toward change.
excitement
People are particularly motivated when a sense of urgency that comes from seeing a problem combines with a sense of ________________________ that comes from spotting an opportunity
resist change
People at all organizational levels, from entry-level workers to top executives, _____________________
take action
People in your organization—and you, personally—should constantly explore, discover, and ___________________
Different assessments
Reasons to Resist Change Employees receive different—and usually less—information than management receives. Such discrepancies cause people to develop different assessments of a proposed change. Some may be aware that the benefits outweigh the costs, whereas others may see only the costs and not the benefits.
Surprise
Reasons to Resist Change If the change is sudden, unexpected, or extreme, resistance may be the initial—almost reflexive—reaction. Suppose your school announced an increase in tuition, effective at the beginning of next term. Wouldn't you want more time to prepare?
Management tactics
Reasons to Resist Change Management may attempt to force the change without addressing people's concerns. Or it may fail to provide the necessary resources, knowledge, or leadership to help the change succeed
Self-interest
Reasons to Resist Change Most people care less about the organization's best interests than they do about their own best interests. They will resist a change if they think it will cause them to lose something of value.
Peer pressure
Reasons to Resist Change Often work teams resist new ideas coming from above. Even if individual members do not strongly oppose a change suggested by management, the team may band together in opposition. Individuals resist even reasonable changes, especially if a group is highly cohesive and has anti-management norms
Timing
Reasons to Resist Change People often resist change because of poor __________. Maybe you would like to move to a different place to live, but do you want to move this week? If managers or employees are (as usual) busy or under stress, or if relations between management and workers are strained, the change will be difficult.
Misunderstanding
Reasons to Resist Change People resist change when they do not understand it; perhaps they don't have much information, or see how it fits with the firm's strategy, or see its advantage over current practices
Inertia
Reasons to Resist Change Usually people don't want to disturb the status quo. The old ways of doing things are comfortable and easy, so people don't want to shake things up and try something new. For example, it is easier to keep living in the same apartment or house than to move to another.
performance gap
Recognizing a _______________________________ is a gateway to the unfreezing process
rigid
Refreezing is not always successful if it creates and rewards new behaviors that are as ___________ as the old ones
Techno-structural intervention
Relating to organization structure and design, employee involvement, and work design.
invalid
Such beliefs, that only one goal but not another can be attained, often are _______________ and certainly are constraining—unnecessarily so
visionary leadership, business, workers, local government
The keys to creating world-class local communities include _____________________________, a climate friendly to _______________, a commitment to training _________________, and collaboration among businesses and between business and _____________________
driving forces
Therefore, to create change, it is crucial to remove restraining forces as well as add _______________________
tyranny of the or
This refers to binary thinking, the belief that things must be either A or B and cannot be both
stability
Throughout the process, change leaders need to build in some ______________. Recall that built-to-last companies have essential core characteristics that they refuse to abandon.
why
To deal with such reactions and successfully implement positive change, managers must understand _____ people often resist changing.
complacency, urgency
To stop ___________________and create _______________, a manager can talk candidly about the organization's weaknesses compared with competitors, making a point to back up statements with data
organizational effectiveness, value orientation
Two features of organization development: first: it aims to increase ____________________________ Second, OD has an underlying _____________________: supports human potential, development, and participation in addition to organizational performance and competitive advantage
World-class
___________________ companies are typically the most proactive and can operate successfully in all four quadrants
John Kotter
_____________________, who proposed the eight steps, advises companies to become more agile by empowering networks of employees to accelerate change
Kurt Lewin
______________________ developed force-field analysis and the unfreezing/moving/refreezing model, which for decades served as a foundation for many change Page 526management models
Collaboration
___________________________ will not replace competition. Competition has upsides and downsides, and although new competitors continually appear, former competitors become collaborators when they realize the potential advantages
Learning leaders
____________________________ exchange knowledge freely; commit to their own continuous learning as well as to others'; examine their own behaviors and defensiveness that may inhibit their learning; devote time to their colleagues, suspending their own beliefs while they listen thoughtfully
Employees' assessments
_____________________________ can be more accurate than management's; employees may know a change won't work even if management doesn't
Consciously and actively
_________________________________________ manage your own career. Develop marketable skills and keep developing more. Make career choices based on personal growth, development, and learning opportunities
shared leadership
______________________is crucial to the success of most change efforts—people must be not just supporters of change but also implementers
cynical
employees often see many change efforts as the company just jumping on the latest bandwagon or fad. The more these change fads come and go, the more __________________ people become, and the more difficult it is to get them committed to making the change a success
Strategy
focused on customers, continually fine-tuned based on marketplace changes, and clearly communicated to employees
Strategy, Execution, Culture, Structure
four specific management practices that lead to sustained, superior performance
Execution
good people, with decision-making authority on the front lines, doing quality work and cutting costs
Large group interventions
involve introducing, coordinating, and sustaining multiple policies, practices, and procedures across multiple units and levels
organization development
is not a narrow improvement in technology or operations but a broader approach to changing organizations, units, or people
commitment to collaborate
leaders more effectively unfreeze negative behavior with a message of hope and a ______________________________so that together they can change successfully.
Structure
making the organization easy to work in and easy to work with, characterized by cooperation and the exchange of information and knowledge throughout the organization
unfreezing
management realizes that its current practices are no longer appropriate and the company must break out of its present mold by doing things differently.
Proactive change
means anticipating and preparing for an uncertain future. It implies being a leader and creating the future you want.
Reactive change
means responding to pressure after a problem has arisen. It also implies being a follower
refreezing
means strengthening the new behaviors that support the change implementing control systems that support the change, applying corrective action when necessary, and reinforcing behaviors and performance that support the new agenda
values
no set of common _____________ consistently predicts success
Culture
one that motivates, empowers people to innovate, rewards people appropriately (psychologically as well as economically), entails strong values, challenges people, and provides a satisfying work environment
continuous learning
philosophy of _________________________ helps your company achieve lower cost, higher quality, better service, superior innovation, greater sustainability, and greater speed—and helps you grow and develop on a personal level.
organizational ambidexterity
refers to being able to achieve multiple objectives at the same time
dysfunctional
refreezing should not create new rigidities that might become _________________________ as the business environment continues to change
change continuously
researchers sought to identify the essential characteristics of enduringly great companies They ____________________________, driving for progress via adaptability, experimentation, trial and error, entrepreneurial thinking, and fast action
stretch goals
researchers sought to identify the essential characteristics of enduringly great companies They are driven by goals—not just incremental improvements or business-as-usual goals, but _______________________
core values
researchers sought to identify the essential characteristics of enduringly great companies strong _______________________ in which they believe deeply, and they express and live them consistently
themselves
researchers sought to identify the essential characteristics of enduringly great companies they focus primarily on beating ___________________
organization development
systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organization effectiveness
Adapters
take the current industry structure and its future evolution as givens, conduct standard strategic analyses, and then choose where to compete.
know, live
the critical factor is that great companies have core values, _________ what they are and what they mean, and __________by them—year after year
performance gap
the difference between actual performance and the performance that should or could exist
shapers
try to change the structure of industries, creating future competitive landscapes of their own design.
time pressure
urgency is driven by ____________________ along with compelling business reasons to change. Survival, competition, and winning in the marketplace are compelling; they provide a sense of direction and energy around change