Chapter 12: The Effective Change Manager: What Does It Take?

McBer Competency Model

1) Interpersonal 2) Diagnostic 3) Initiation 4) Organizational

5 habits of innovators

1) Associating: making connections 2) Questioning: challenging assumptions 3) Observing: watching for new ways 4) Experimenting: testing new ideas 5) Networking: attending conferences and social events

Reasons Change Manager Selection is important

1) Badly managed change cause serious damage to org and SH 2) Many general and functional MGRs combine change responsibilities with their normal job instead of hiring a full-time change MGR 3) Responsibility for change MGT has become increasingly distributed, involving staff at all levels

Developing Change MGT Expertise

1) Career moves 2) Repositioning 3) Politics 4) Strengths 5) Gaps 6) Action a. Building strengths b. Allowable weaknesses c. Filling gaps

3 Categories of change Manager

1) Change generator 2) Change implementer 3) Change adopter

Challenges of Innovators to orgs

1) Difficult nonconformists, mavericks 2) Troublemakers who break the rules 3) Org needs balance of personalities, too many innovators just as bad as too many conformers

CMI Competency Model

1) Facilitating change 2) Strategic thinking 3) Thinking and judgement 4) Influencing others 5) Coaching for change 6) Project management 7) Communication 8) Self-management 9) Facilitation-meetings and workshops 10) Professional development 11) Specialist expertise 1: learning and development 12) Specialist expertise 2: communication

Stealth innovator challenges

1) Find sponsors and allies 2) Generate proof of concept 3) Stealth branding or cover story to hide work on project

4 middle MGT contributions to change

1) Gathering and synthesizing info 2) Justifying and championing alternatives 3) Facilitating adaptability by relaxing rules and buying time 4) Translating goals into action and selling initiatives to staff

Intimidation tactics include

1) Get up close and personal 2) Get angry 3) Keep them guessing 4) Know it all

Buchanan-Boddy Change Competency Model

1) Goals 2) Roles 3) Communication 4) Negation 5) Managing up

Profile of Innovators

1) High motivation to change 2) High challenging behaviors 3) Low adaptation 4) Low consistency of work style

Categories of Political Tactics

1) Image building 2) Information games 3) Structure games 4) Scapegoating 5) Alliances 6) Networking 7) Compromise 8) Rule games 9) Positioning 10) Issue-selling Dirty tricks

3 Types of Issue-Selling Moves

1) Packaging Moves: ways ideas are wrapped 2) Involvement Moves: exploiting relationships 3) Process Moves: groundwork for what needs to be done in advance of selling the issues

Idea Practitioners work in 4 stages

1) Scouting: read, study, conference, learn 2) Packaging: translate/tailor their ideas for their audience 3) Advocating: sell, run marketing campaigns, persuade MGRs 4) Implementing: make things happen, manage change, roll it out from boardroom to frontline

4 core selection factors for change MGRs

1) Setting direction and thinking strategically 2) Managing implementation without getting too low level in detail 3) Building the capacity for innovation and change 4) Getting things done across internal boundaries

4 Dimensions of Political Skill

1) Social astuteness 2) Interpersonal influence 3) Networking ability 4) Apparent sincerity

4 roles of change managers

1) Solution giver: offers suggestions 2) Process helper: assists others 3) Resource linker: brings together people, funding, and knowledge 4) Catalyst: encourages dissatisfaction with status quo

Conditions that discourage middle MGRs from taking risk and innovating

1) Systems/policies that reward consistent, safe behavior 2) Complex approval cycles with elaborate documentation 3) Controls that encourage micromanagement 4) Top down MGT and lack of delegated authority

Change MGRs more successful when

1) They hold central positions in informal networks, regardless of hierarchy 2) The nature of their network matched the type of change they pursue 3) Good relationships with fence-sitters

Tactics to Stall Others

1) Wait them out 2) Wear them down 3) Appeal to higher authority 4) Invite them in 5) Send emissaries 6) Display support 7) Reduce the stakes Warn them off

Political Intelligence

Change intimidators, according to Kramer they are necessary

Quiet leaders

Drive change by being patient, buying time, managing their political capital, and bending the rules

Tempered radicals

Lead change by leveraging small wins and engaging others. May be middle MGT or lower

Difference between McBer and Buchanan-Boddy

McB: identifies organization skills BB: identifies a set of competencies under the heading "managing up"

Positive deviants

Those already doing things differently and better