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Navigating Change During Demanding Times: Insights for Leaders

This article by Dr. William A. Sommers explores effective strategies for leaders to navigate change in challenging environments. Emphasizing the importance of cohesive leadership, organizational clarity, and strong communication, it highlights the critical role that trust and accountability play in teamwork. Drawing on concepts from Patrick Lencioni and Etienne Wenger, the article outlines the common dysfunctions that teams face and offers guidance on overcoming the knowing-doing gap. Leaders are encouraged to prioritize action over mere discussion and create an environment where courage and collaboration thrive.

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Navigating Change During Demanding Times: Insights for Leaders

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  1. NavigatingChangeinDemandingTimes October 23, 2007 William A. Sommers, PhD

  2. The future terrifies the weak— and is barely in the thoughts of the strong.

  3. 4 Obsessions of a CEO • Build & maintain a cohesive leadership team • Create organizational clarity • Over-communicate organizational clarity • Reinforce organizational clarity through human systems

  4. Five Dysfunctions of a Team(Lencioni) • Inattention to results – Status & ego • Avoidance of accountability – Low standards • Lack of commitment – Ambiguity • Fear of conflict – Artificial harmony • Absence of trust – Invulnerability

  5. Communities of Practice (Etienne Wenger) • Mutual engagement • Negotiated meaning • Shared repertoire

  6. PrincipalsLeading Professional Learning Organizations are made of conversations. —Ernesto Gore Brian Solis

  7. “Coblaboration”King Arthur’s Round Table(David Perkins) • Brownian movement • Downward spiraling • Group think

  8. WARNING ! Changes in structurealone. . . will not result in improvement.

  9. The Knowing – Doing Gap(Pffefer and Sutton) • When Talk Substitutes for Action • When Memory Substitutes for Thinking • When Fear Prevents Acting on Knowledge • When Measurement Obstructs Good Judgment

  10. Overcoming Know-Do Gap • Why before how • Do & teach others • Action counts more than elegant plans • No doing without mistakes • Fear increases knowing-doing gap • Beware of false analogies—Fight the competition, not each other • Measure what matters—Knowledge into action • What do leaders do? Time spent doing what?

  11. Managing Up(Dobson) • “Do Good Work” • “Be a ‘Goodmouther’” • Win/win or no deal — war games • Reduce FEAR - False Evidence Appearing Real • Courage & CLMs • 5–15 report —advanced notice

  12. Fierce Conversations(Susan Scott) • Most pressing issue • Clarify • Current impact • Future if nothing changes • Personal contribution • Ideal outcome • Commit to action

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