Change Management

Dispositional Flexibility

A leader who displays dispositional flexibility operates from a place of optimism grounded in realism and openness. They acknowledge that bad situations can happen while still being able to imagine a better future, at the same time.

Mayo's Four Levels of Change

According to Elton Mayo, noted for his work on the Hawthorne studies, there are four levels of change present in people: knowledge changes, attitudinal changes, individual behavioral changes, and group or organizational behavioral changes. The levels relate to conditions and motivations that people experience as they are adjusting to change.

Burn the Bridges

After making the change, eliminate a "way back" to previous ways of working. This technique deliberately prevents backsliding.

Attitude

Attitudes are more difficult to change because they are linked to personal emotions (positive or negative). Reading and understanding the latest policy guideline updates does not necessarily mean you agree with the changes. Sometimes people may feel torn between their attitude towards something and their duty to follow new policies. Researching the reasons why the changes were made may help you feel better about them.

Impact of Change Management Subordinate Effectiveness

Being open and supportive to change through Mayo's levels of change should minimize resistance and help your subordinates be open to new, innovative ideas and processes. Understanding that change will not happen overnight and supporting people as they adjust is paramount to being able to guide individuals through the process and address issues as they arise. The way in which you display your adaptability to change can enhance your subordinates' effectiveness...they'll need your help moving through the change process.

Dealing with change can be challenging; however, there are several techniques that can be used to help take an individual or an entire organization from a state of transition to a stable and productive state. What are these techniques? List and define them on the next 6 index cards.

Burn the Bridges, Evidence Stream, Institutionalization, New Challenge, Rationalization, and Socializing

Which type of power does each change cycle use and how quickly is each one implemented?

Change Cycles Directive Effective for immediate changes Takes longer to implement Relies on position power (Although the directive method can be effective in the short term, it tends to lose its effectiveness as time progresses. The directive method can also lose some of its effect if there is a change in the sponsor's position power.) Participative Takes longer to implement Relies on personal power (involving subordinates in the change process tends to make participative change last longer than change brought about through the directive method. This method is most effective on individuals who are self-starters who welcome a challenge. Participative change is good for people that are already motivated and are experts in their sections.)

What are the three roles in the Change Process?

Change Sponsor, Change Agent, and Change Target It is important for you to understand the roles in the change process, because at any time during a change NCOs may need to fulfill one of these three roles

Individual Behavior

Changes in individual behavior seem to be significantly more difficult and time-consuming than the previous levels. You can have the knowledge and the attitude, but now you have to put your knowledge and attitudes into action through behavior. Often, old habits stand in the way of achieving this level. Habits are often deeply rooted, thus changing them may be a lengthy and difficult process.

Attitude

Changes in this are more difficult to make because this level is characterized by strong positive or negative emotions.

Group Behavior

Changing individual behavior is not easy, but it's certainly easier than changing an entire group of people. You may be attempting to change many customs and traditions that have developed over many years. The old saying, "We've always done it this way!" may be deeply ingrained. Be mindful of this and the feelings and emotions of the people involved in the change. Changing group behavior will take time and patience.

Changing (Phase 2)

Changing involves the actual modification of technology, tasks, structure, or people. This is the movement from the old state, or previous norms, to a new state. Your role in this phase is to monitor the change as it occurs, pay close attention to those most affected by it, and adjust as necessary to keep the change moving forward. You can use your cognitive flexibility to be successful in this phase.

Individual Behavior

Changing this is more challenging than change at the previous levels because people don't like to change the way they do things.

What are the three elements of adaptability that can help you adjust quicker and more effectively when unexpected change occurs. Being familiar with these elements can help you be more adaptable and support those around you in doing the same.

Cognitive flexibility, emotional flexibility, and dispositional flexibility

Evidence Stream

Get people to accept that a change is real by providing a steady stream of evidence to demonstrate that the change has happened and is successful. Plan for change projects to reach milestones and deliver real results in a regular and predictable stream of communication that is delivered on a well-managed timetable. Keep everyone updated regularly to show progress, demonstrating either solid progress towards plan or robust action to address any slippage. Evidence can be a powerful tool for persuasion, particularly when people are doubtful whether something is real.

New Challenge

Get people to maintain interest in a change by giving them new challenges that stimulate them and keep them looking to the future. Regardless of your individual temperaments, challenges seem to make most people get involved.

Refreezing (Phase 3)

Just because the change has been implemented and appears to be going smoothly, doesn't mean your job is done. Your job now is to lock in or "put down roots" and establish a new place of stability, to refreeze the desired outcomes and new norms so they become a permanent fixture in your daily operations. In modern organizations, this stage is often approached tentatively, as it's often seen as "another change is right around the corner". What is often encouraged, then, is more of a state of "slushiness" where freezing is never really achieved (theoretically making the next unfreezing easier). Many organizations have discovered this approach to be very dangerous because people fall into a state of change shock, and as a result work at low levels of efficiency and effectiveness as they await the next change. The refreezing phase is the locking in of the new procedures until they're a permanent part of daily operations

Institutionalization

Make changes stick by building them into the formal fabric of the organization. The formal systems and structures within the organization are those which are not optional. People do them because they're "business as usual" and because they will be criticized or otherwise disciplined if they fail to do them. After a while, institutionalized items become so entrenched that people forget to resist and just do what is required, even if they did not agree with the change.

Impact of Change Management NCO Effectiveness

NCO's are typically the ones who are tasked to implement changes within their organization. Being an adaptable leader should help you also be an effective change agent. Accepting change as an opportunity to grow versus a necessary evil will help you to respond proactively to change, thereby enhancing effective mission accomplishment. Increasing your adaptability to respond proactively and see risks as new opportunities should help your subordinates maintain trust in your leadership abilities. Also, being engaged in all phases of the change cycle to provide knowledge and support is imperative to achieve successful change and ultimately mission effectiveness.

Unfreezing (Phase 1)

No matter what aspect of your organization needs changing, the first step is to recognize the need for change. This is often the most neglected, yet essential element of any organizational change. There are two things you should do in this stage: •• Create a felt need for the change: ••Deal with resistance to change: Educate your Airmen regarding an upcoming change, and tell them the results you expect to see from the change. You should use open and honest communication to reduce uncertainty. Make a concerted effort to talk with personnel directly affected by the changes. Where appropriate, allow those affected by the change to participate in decision making and change implementation. When possible, introduce change slowly, provide training, and reinforce desired behaviors. The unfreezing phase is intended to motivate your subordinates and help get them ready for change

Rationalization

People have a deep need for consistency, and when they do something they need to have consistency and alignment between their actions and their beliefs. When there is inconsistency, they must either change what they're doing or what they believe in order to restore consistency. If they've already started doing something and they cannot change what has been done, the question then becomes "why I am doing this?" It's important that the person is able to rationalize why they acted in a particular way or performed a particular task.

Socializing

Seal changes by building them into the social structures. Give social leaders prominent positions in the change. When they feel ownership for it, they'll talk about it and sell it to others. Sociality is almost an invisible quality where people accept its rules without even noticing that they are doing so. A change that is socialized becomes normal and the "way things are".

The level of difficulty to change and time to change increases as you move through the different levels.

See graph on pg. 230. or just remember KAIG, the first initial "K" for knowledge is easiest to change and takes the least amount of time. The dificulty and time to change increases as you progress through the ancronym KAIG Knowledge Attitude Individual Behavior Group Behavior

Impact of Change Management Mission Effectiveness

Since it's establishment as an independent branch of the armed forces in 1947, the Air Force has adapted and changed to meet the needs of it's people and the evolving mission.

When implementing change, there are two change cycles you need to know, what are they?

The Directive Change Cycle and the Participative Change Cycle. Both useful in managing change but they are employed in different ways.

Cognitive Flexibility:

The ability to use different thinking strategies and mental frameworks

Knowledge

This change is generally the easiest change to bring about. Change at this level occurs after acquiring new information.

Group Behavior

This change is the hardest level of change especially if you have to change customs and traditions that have been around for many years.

Participative Change Cycle

This one works from the bottom up. So, in our ancronym KAIG it goes from the K to the G. A participative change is implemented when new knowledgem is made available to the individual or group. The eventual success of the change is dependent upon the group's positive attitude and commitment in the direction of the desired change. While it's understood that this type of change isn't frequently used in a military environment, it's widely held that acceptance of the change by the group is significantly increased if they're allowed to participate, when feasible, in the decision-making process. Participative change comes from using personal power to increase knowledge, which in turn, can positively impact people's attitudes toward the change. This should make changing individual behaviors easier so that you can transition smoothly into changing the behavior of an entire group. Participative change is best suited for situations where changes can be implemented based on input from the members involved and will only affect those members. This type of change affords you the liberty to take your time and research, form a plan and implement the proposed changes with feedback from those who will be affected by it.

Directive Change Cycle

This one works from the top down. So, in our ancronym KAIG it goes from the G to the K. This type of change is imposed upon a group or organization without taking into account their direct input. Directive change comes from those individuals in leadership positions (change sponsors). Whenever a directive change is implemented, change agents should support leadership decisions by ensuring the change is thoroughly explained, get others behind the change, and help successfully implement the change. The directive change cycle uses position power to change group behavior, then individual behavior, which causes an increase in knowledge, and ultimately a change in attitude. Directive change is usually effective when change must be implemented quickly and leaders are not seeking subordinates' input. Using the directive method is also effective with those who are late and lag behind... they may need some form of prodding to acknowledge and accept change.

Directive Change Cycle

This one works from the top down. So, in our ancronym KAIG it goes from the K to the G. This type of change is imposed upon a group or organization without taking into account their direct input. Directive change comes from those individuals in leadership positions (change sponsors). Whenever a directive change is implemented, change agents should support leadership decisions by ensuring the change is thoroughly explained, get others behind the change, and help successfully implement the change. The directive change cycle uses position power to change group behavior, then individual behavior, which causes an increase in knowledge, and ultimately a change in attitude. Directive change is usually effective when change must be implemented quickly and leaders are not seeking subordinates' input. Using the directive method is also effective with those who are late and lag behind... they may need some form of prodding to acknowledge and accept change.

5. TSgt Knight, the section NCOIC, says, "I know that none of us are big fans of change, however sometimes change can be good. You should respond to change by identifying new trends and opportunities, so personnel are never caught off guard and can make sense out of a situation in order to turn obstacles into opportunities and ideas into innovative practices. In addition, you should develop plan A and plans B and C just in case." TSgt Knight's comments BEST identify__________________flexibility. a. cognitive b. dispositional c. emotional

a. CORRECT: According to the change management chapter, Cognitive Flexibility is "the ability to use different thinking strategies and mental frameworks". TSgt Knight identifies cognitive flexibility by saying "You should respond to change by identifying new trends and opportunities" and the "development of plan A and plans B and C just in case".

4. TSgt Adams, the NCOIC of the pharmacy is responsible for implementing a new prescription refill process to decrease customer wait times. After identifying deficiencies in the current process, TSgt Adams calls a meeting with his personnel. He explains the problems with the current process, proposed changes, and the timeline for implementation to replace the existing process. TSgt Adams actions BEST illustrate ________. a. unfreezing b. changing c. refreezing

a. CORRECT: According to the change management chapter, this illustrates the unfreezing phase. TSgt Adams creates a felt need for change by identifying deficiencies in the current process and deals with resistance by explaining the problems with the current process, proposed changes, and the timeline for implementation.

6. TSgt Christenson tells his subordinates that the section will implement a new work order tracker because he doesn't like the current one. He tells them, "The change will take place immediately. As of tomorrow the new tracker will be used instead of the old one." After a week, TSgt Christenson realizes that his people are still using the old tracker. When he asked why everyone was not using the new tracker, he was told that not everyone knew how to use the new one and that some people didn't want to switch because they didn't think it was necessary. This scenario BEST illustrates a failure during the __________ phase of the change process. a. unfreezing b. change c. refreezing

a. CORRECT: According to the change management chapter. The unfreezing phase is intended to motivate your subordinates and help get them ready for change. TSgt Christenson fails when he does not create a felt need for change. This is often the most neglected, yet essential element of any organizational change.

Change Targets

are the individuals or groups who actually undergo the change. They are the ones most affected by the new policies, procedures, etc. They are usually involved in helping implement the change itself. These people encompass our subordinates and co-workers who are the ones who will actually make the changes happen. You must be adaptable because you may need to wear two hats and be a change target as well.

Change Sponsors

are the people responsible for initiating change within an organization. Change Sponsors initiate change because they have the power to determine why, when, and how changes occur. While many change sponsors are senior leaders; SNCOs, NCOs or even Airmen can assume this role depending on the circumstances.

Change Agents

are those responsible for implementation of change in an organization. This is where the rubber meets the road. As the change agent, you are responsible for proactively coordinating the transition using a systematic approach. This is where you will operate mostoften. You must plan for the change, implement, monitor/control the change effort, and minimize resistance by involving key players and stakeholders.

7. TSgt Lopez, a senior analyst for an intelligence squadron, was recently informed that his team will deploy as convoy operators. Upon receiving the news, TSgt Lopez first planned how to tell his team. After gathering everyone for the announcement, he said, "We have been tasked to deploy as convoy operators. Although this isn't in our job description, it's a critical need that must be filled to support the war effort. We'll receive all required training to be successful. I will not allow this tasking to affect our current duties." After answering several questions, Lopez encouraged his team members to see him if they had any additional concerns. TSgt Lopez's _____ will MOST LIKELY _____ mission effectiveness. a. ineffective use of the Directive Change Cycle; hinder b. effective use of the Directive Change Cycle; enhance c. ineffective use of the Participative Change Cycle; hinder d. effective use of the Participative Change Cycle; enhance

b. CORRECT: TSgt Lopez is effectively using the steps of directive change in this scenario. According to Change Management lesson, Directive Change Cycle is a change imposed upon the group or organization. As the group is forced to comply, individual behavior is affected through compliance within the group. The application of Lopez's position power is being used to change group behavior, then individual behavior, which causes an increase in knowledge, and ultimately a change in attitude.

3. After returning from a staff meeting, TSgt Nicholson briefs the personnel in her section about upcoming process changes that will take place. She discusses her plan to implement the changes within the section and monitor the effects. TSgt Nicholson gives additional details and answers question to ensure all of the key players are on the same page. This scenario BEST illustrates TSgt Nicholson's role as the ________ in the change process and her impact on mission effectiveness. a. Change Sponsor b. Change Agent c. Change Target

b. CORRECT: TSgt Nicholson is responsible for implementing changes initiated by the change sponsor. In the scenario, she discusses her plan to implement the directed changes within the section and monitor the effects. According to the change management chapter, Change Agents are "those responsible for implementation of change in an organization".

1. TSgt Hadley is tasked with implementing a new process that his section is adopting for completing and tracking work orders. He eagerly meets with his supervisor, MSgt Kim, to discuss the new opportunities that the change will present. TSgt Hadley, then meets with his personnel to brief them on the proposed changes and to tell them about the positive outcomes expected with the new process. As a result of TSgt Hadley's efforts, the new process is adopted without incident. TSgt Hadley's actions BEST illustrate the use of ___________ flexibility and its impact on NCO effectiveness. a. cognitive b. emotional c. dispositional

c. CORRECT: According to the change management chapter a leader who displays dispositional flexibility operates from a place of optimism grounded in realism and openness. TSgt Hadley meets with his supervisor to discuss increased unit effectiveness (optimism) and his personnel to get their feedback (support and identifying tendencies).

Change Management

is a "proactively coordinated and structured period of transition from situation A to situation B using a systematic approach that addresses planning for the change; implementing, monitoring,and controlling the change effort; and effecting the change by minimizing resistance through the involvement of key players and stakeholders... resulting in lasting change within an organization"

Adaptability

is the ability to adjust to changed, unexpected, or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas.

Knowledge

knowledge is generally the easiest change to bring about. It involves a way of learning something new and can occur from reading a book/article, or hearing something new from a person with the most up to date information.

NCOs with dispositional flexibility display traits such as:

optimism, support, and self-identification of tendencies to remain unbiased.

What are the three phases of change?

unfreezing, changing, and refreezing

NCOs with Cognitive Flexibility habitually:

• Scan the environment (see the changes coming) • Develop an understanding of what's going on (make sense out of a situation) • Create strategies to address issues (seek out and test new approaches, invent various strategies for leading, and find different ways to communicate their interpretation of changing events.)

NCOs with Emotional Flexibility habitually:

• Understand and manage emotions (This means acknowledging and presenting your emotional responses in a genuine way, thereby helping others to do the same.) • Connect and address the emotions of others • Engage emotionally • Balance emotions and actions