Leading Change for Organization Renewal

1. Leading Change for Organization Renewal Gene Deszca School of Business and Economics Wilfrid Laurier University, Waterloo, Ontario, Canada

2. Agenda • The basic change model • Barriers to successful change • Five ways we limit ourselves • HOW to change • WHAT to change • You as change agent

3. Organization Change is: • A planned alteration of organizational components to improve the effectiveness of the organization. • Components include: mission and vision, strategy, goals, structure, processes & systems, technology & people • Enhanced effectiveness increases our ability to generate value for those they serve

4. The Basic Change Model – K. Lewin UNFREEZE CHANGE REFREEZE Re-gel??

5. Your Experience With Change Management • So it’s easy?? • Does it work this way? • What gets in the way?

6. Barriers to Recognizing the Need for Change • Past successes • Existing culture • Current vision • Leadership practices • Embedded systems and processes • The above can lead to active inertia, groupthink, • and other impediments to critical judgment • and action

7. Barriers to Successful Change • Thesis: • We have seen the enemy and the enemy is us! • In too many situations, our perceptions, attitudes and beliefs block us from successful organization change.

8. Five Ways We Limit Ourselves • Flawed analysis • Need to deal with both the How and What of change • Need both an “inside out” and “outside in” focus • Lack of self awareness - blind spots

9. Five Ways We Limit Ourselves • Failure to integrate head, heart and hand approaches to change • Head factors - the cognitive elements – persuasion of need for change based on logical arguments • Heart factors are affective elements – persuasion based on emotion to build buy-in and commitment • Hand factors are action elements – the engagement of people in change through their active involvement

10. Five Ways We Limit Ourselves • We assume that money is the tool of choice for motivating people • Money may work but it brings the body but not the soul. Better to create a powerful, compelling vision • We confuse ambivalence for resistance. We get defensive and we view resistance as "bad” • We assume those with different ideas are wrong • Ambivalence and Resistance contains information that we need to understand and tap into.

11. Back to The Change Models The How of Change – Beckhard and Harris

12. Change Management: The How of Change

13. Back to The Change Models The What of Change – Nadler and Tushman

14. Organizational Congruence Model TRANFORMATION PROCESS OUTPUT SYSTEMS LEVEL UNIT/GROUP LEVEL INDIVIDUAL LEVEL INPUT ENVIRONMENT (P.E.S.T.) RESOURCES HISTORY/ CULTURE INFORMAL STRUCTURE & PROCESS PEOPLE S T R A T E G Y FORMAL STRUCTURE WORK

15. Organizational Congruence Model TRANFORMATION PROCESS OUTPUT SYSTEMS LEVEL UNIT/GROUP LEVEL INDIVIDUAL LEVEL INPUT ENVIRONMENT (P.E.S.T.) RESOURCES HISTORY/ CULTURE INFORMAL STRUCTURE & PROCESS PEOPLE S T R A T E G Y FORMAL STRUCTURE WORK

16. What’s Required to be a Successful Change Leader? • Keen capacity to assess and anticipate the external environment • Develop diverse networks for ideas, information & support • Rich understanding of organizational systems & processes, power structures & stakeholder networks • Excellent communication skills • Capacity to frame vision • Driving passion for action, yet patient and persistent • Well developed sense of timing and tactics • Ability to assess and manage risk

17. Characteristics Of A Change Leader (cont.) • Tolerance for ambiguity and risk taking • Emotional maturity and courage • Willingness to hire & listen to employees who will stand up and tell you what they really think • Self confidence and optimism • Honest and trustworthy, able to inspire confidence • Deep understanding of themselves & their impact • Curiosity and a strong desire to learn