Chapter 12: The Effective Change Manager: What Does It Take?
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
McBer Competency Model
1) Interpersonal 2) Diagnostic 3) Initiation 4) Organizational
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