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