Leading Change for Results

Leading Change for Results

DR. PHILIP HALLINGER

©
 Managing Change
Managing Change
2

y List 2 things you think you know about managing 
change?
g
{

y List 2 things you need to know about managing 
change?
g
{

© Dr. Philip Hallinger

 Workshop Objectives
Workshop Objectives
3

1 Why there are so many 
1. Why there are so many
changes in organizations 
today.
2. Why people always seem to 
resist change.
3. Know predictable stages in the 
change process.
4. How to manage yourself and 
others during change.
5. Develop strategies for 
managing change in life and at 
work
work.
© Dr. Philip Hallinger
 Workshop Agenda
p g
4

Day II
Day
AM Identify key change forces affecting organizations 
Review changes at your organization
B i h
Begin change simulation
i l ti
Lunch
PM Teams of 3 play computer simulation of IT implementation at 
a company
a company
Debrief after each year of change process
Day II
AM Replay simulation
R l i l i
Debrief conclusions on successful strategies
Lunch
PM Principles of effective change in organizations
Apply simulation result to change at your company

© Dr. Philip Hallinger

 Detailed Agenda: Day One
5

y Identify
Identify key change forces
key change forces
{ General forces

{ Changes at Your Organization
Ch tY O i ti
{ Resistance to Change

y Play change simulation
l h l
{ Teams play simulation of IT change at Thai company

{ Implementation proceeds over a 3 year period

{ Teams get feedback on process and results

{ Periodic debriefing of process and results of teams

{ Identify emerging lessons, obstacles and successful 
strategies
© Dr. Philip Hallinger
 We live in an age of rapid change.
6

© Dr. Philip Hallinger

 Consumer Expectations are “Global”
p
7

“Consumers around the 
world are developing 
similar expectations 
y g
about what they ought 
to be able to buy as well 
as about what it is they
as about what it is they 
want to buy.”

Ohmae, K.
Ohmae K (1995).
(1995) The end of the nation state: The rise of regional economies.
economies New York: Free
Press.
© Dr. Philip Hallinger
 What is World Class?
8

“A
“As a company we 
must be competitive 
one person at a time
one person at a time. 
Each staff member 
must be as good or
must be as good or 
better than the best 
counterpart of that 
p
class of job anywhere 
in the world.”
J. Galvin, CEO Motorola

© Dr. Philip Hallinger

 Change is the constant state today 
g y
9

„ Global economy
Global economy
„ Technology
„ Communication
„ Transportation
„ Media
„ Leisure
„ Learning

Resistance to change is our natural state

Resistance to change is our natural state
© Dr. Philip Hallinger
 List Recent Changes at Your Organization
List Recent Changes at Your Organization
10

y ______________
y ______________
y ______________
y ______________
y ______________
y ______________

© Dr. Philip Hallinger

 Why organizations change slowly
y g g y
11

“A world in which 
change is the rule 
h i th l
would be in chaos. 
A society must 
i
always have one 
foot on the brake.”

O'T l J (1995) L di
O'Toole, J. (1995). Leading change. San Francisco: Jossey
h S F i J B
Bass.
© Dr. Philip Hallinger
 Watch Mr. Bean doing something new
Watch Mr. Bean doing something new 

List at least 3 of Mr. Bean’s 
feelings.
feelings
¾ ___________
¾ ___________
¾ ___________
¾ ___________
¾ ___________

©Dr. Philip Hallinger

12
 Why do we resist change?
y g
13

y Resistance is a natural 
healthy response 
y T
Too rapid change and we 
id h d
become confused and 
ineffective
y A bigger change = more 
resistance
y Many changes at same 
time = more resistance
y Too much resistance and 
Too much resistance and
you become a dinosaur

© Dr. Philip Hallinger

 People Often Resist Change for Good Reasons
14

1 Reason for change is 
1. R f h i 1 The change is not 
1. The change is not
unclear aligned with the 
company culture
company culture
2. People are uncertain or 
unclear what to do 2. Staff are not involved

3. Poor communication  3. Lack of trust

4 People don
4. People don’tt believe 
believe 4. Lack of leadership 
p
change is worthwhile 5. Lack resources
5. People are afraid they 
l f d h 6. Lack knowledge, skill
L kk l d kill
will fail – can’t do it 7. Lack confidence

© Dr. Philip Hallinger

 Your Obstacles to Change
Your Obstacles to Change
15

1. _______________

2. _______________

3. _______________

4. _______________

5. _______________

© Dr. Philip Hallinger

 Break

©
 O
Organizational
i ti l Ch
Chartt ffor B
Bestt Co.
C
Managing Director Board of Directors
Dave
Carol

Beth
MIS Director

Northern Region Central Region Southern Region

Regional Director Al Regional Director
Regional Director

Eastern Branch Western Branch Silom Branch Bangkapi Brnach

Eve Owen
©Branch Manager
Dr. Philip Hallinger
Branch Manager
17
 18

© Dr. Philip Hallinger

 Simulation Instructions
19

y You’re a project implementation team in an organization.
y Goals: 
{ To foster use of IT 2020 over a 3 year period.
{ To improve productivity.
y There are 24 people in the simulation (24 game pieces).
y Five Stages of Use in the process of adopting change.
y B d t
Budget: yr one 35 Bits; yr two 30 Bits; yr three 25 Bits.
35 Bit t 30 Bit th 25 Bit
y Activities: Choose from 16 activities to foster change.
y After selecting activities you’llll receive feedback:
After selecting activities, you receive feedback:
{ Sometimes your pieces will move;
{ Sometimes you will also accumulate Bennies.

© Dr. Philip Hallinger

 Lunch

©
 Debriefing: Year I
21

y Your progress?
{ Fostering use of IT2020 (player 
progress)? 
)?
{ Increasing productivity (Bennies)?

y C
Conclusions about change?
l i b t h ?
{ Pace of change?
{ Obstacles to change?
Ob t l t h ?
{ Effects of the IT2020 after a year?
{ Pattern of players
Pattern of players’ progress?
progress?

© Dr. Philip Hallinger

 Learning from Year One
g

y Who are the formal and.
informal leaders you have 
influenced this year?
influenced this year?                        
y How did they help you?
y Who are the people who are 
very hard to move? What  are 
you doing about them?
you doing about them?  
y What are the roles people play 
in making effective change?
in making effective change?

©Dr. Philip Hallinger

22
 Following the Change Process
g g

Y /
Year/ I II III
Activity

St
Stages I f Interest,
Info, I t t I t
Interest,
t Prep,
P P
Prep, Early
E l U Use,
Preparation Early Use Routine Use

Ob t l
Obstacles L k experience,
Lack i Lack interest,
interest Lack political
support, interest, knowledge, skills; support,
info, knowledge resources,
i l
implementation
t ti
Activities Give/Get Info;
Interest, Train, dip
Interest; Train
Implement Support,
Bennies Very Low Consolidate
Moderate but
Increasing High

©Dr. Philip Hallinger

23
 Stages of the Change Process
g g
24

Stages of What people say and what they want

want. . .
Change
Information Not concerned; don’t understand what, why, or how; not
yet interested; need information

Interest Have info, but worried how it will affect me and if I can do
it; Uncertain about benefits; need confidence

Preparation Interested, but lack confidence; Learning how to use,

afraid of mistakes; need pressure and support

y Use
Early U Learning g how to use,, afraid of mistakes;; need to develop
p
skills, need support /feedback

Routine Use Comfortable with new p practices;; I need system

y
support/coordination for the best result
© Dr. Philip Hallinger
 Visit Other “Companies”
p
25

y How did they overcome the 
obstacles you face?
obstacles you face?
y What activities ‐‐ or 
sequence ‐‐
q helped them 
p
move people?
y What activities gave them 
Bennies?
y Keep notes!

© Dr. Philip Hallinger

 Back in Your Team: Discuss
Back in Your Team: Discuss

y What did you learn from your 
visits? 
y What do you need to do 
differently?
y Write down 2 specific goals for 
year two? 
?
y What will be your strategy for 
this next year?

©Dr. Philip Hallinger

26
 Welcome to Day II
y

©Dr. Philip Hallinger

27
 Detailed Agenda: Day Two
g y
28

y Review from Yesterday’s Session 
y Present Change Theory
y Replay simulation to improve results 
y Draw conclusions about successful change 
implementation strategies
p g
y Consider application of the simulation process and 
results to change implementation at your organization
results to change implementation at your organization

© Dr. Philip Hallinger

 Summary From Yesterday
y y
29

y Match the activity to the staff needs
y Gain support and involve managers, leaders, experts, “high 
potential” staff
y Be clear about the role of managers and leaders
y Take time to create interest
{ Talk to (the right people) 2nd time
{ U d
Use demo and if necessary FIELD VISIT
d if FIELD VISIT
{ Involve “INTEREST” staff with PREPARATION staff in the Workshop
{ If these strategies fail to create interest go back to TALK TO some of the Slow
If these strategies fail to create interest go back to TALK TO some of the Slow 
movers 2 times

© Dr. Philip Hallinger

 Key Sequences
y q
30

y Get Admin Support  before Bus Unit Activities
y Get SOCIAL INFO before TALK TO Leaders
Get SOCIAL INFO before TALK TO Leaders
y Create Interest before Training (Workshops)
y Train –
Train Implement –
Implement Follow‐up –
Follow up (Adv Workshop or Support 
(Adv Workshop or Support
Group)
y Get Implementation Experience first –
Get Implementation Experience first Then Adjust Software 
Then Adjust Software
& Policy
y Many Staff Implement –
Many Staff Implement Celebrate and Share
Celebrate and Share

© Dr. Philip Hallinger

 How to Create Interest
How to Create Interest
31

yT
Talk to the right people 2X
lk t th i ht l 2X
{ Manager support

{ Social influence of leaders

{ Energy of high potential and expert groups

y Presentation
y Demonstration
y Field Visit (if needed)
y Combine with More Advanced Users in Activities (e.g., 
Combine with More Advanced Users in Activities (e g
Workshop, Field Visit)

© Dr. Philip Hallinger

 Following the Change Process
g g
32

Y /
Year/ I II III
Activity

St
Stages I f Interest,
Info, I t t I t
Interest,
t Prep,
P P
Prep, Early
E l U Use,
Preparation Early Use Routine Use

Ob t l
Obstacles L k experience,
Lack i Lack interest,
interest Lack political
support, interest, knowledge, skills; support,
info, knowledge resources,
i l
implementation
t ti
Activities Give/Get Info;
Interest, Train, dip
Interest; Train
Implement Support,
Bennies Very Low Consolidate
Moderate but
Increasing High

© Dr. Philip Hallinger

 Stages of the Change Process
g g
33

Stages of What people say and what they want. . .

Change
Information Not concerned; don’t understand what, why, or how; not
yett interested;
i t t d need
d information
i f ti

Interest Have info, but worried how it will affect me and if I can do
it Uncertain
it; U t i about
b t benefits;
b fit need d confidence
fid

Preparation Interested, but lack confidence; Learning how to use,

afraid of mistakes; need pressure and support

Early Use Learning how to use, afraid of mistakes; need to develop

skills, need support /feedback

Routine Use Comfortable with new practices; I need system

support/coordination for the best result
© Dr. Philip Hallinger
 Debriefing Year II & III
Debriefing Year II & III
34

y What can you conclude about progress this year?
y What stages have most of the people moved through in 
Wh t t h t f th l d th hi
this year?
y Has everyone moved at the same pace?
Has everyone moved at the same pace?
y What activities have been most successful?
y Wh t
What sequences have been most successful?
h b t f l?
y How did this year differ compared with prior years?

© Dr. Philip Hallinger

 Assessing your success
Assessing your success
35

™ Use Strategy Record

y Apprentice
to view your progress.
™ See
S llevel.l Cli
Click
k Quit
Q it y Novice
(you can return to the y Manager 
game)
game).
y Leader
d
™ The levels are based
on:
o y Expert
– Total Bennies earned: y Change Master
– Player progress to Early/
Routine Use in 3 years.

© Dr. Philip Hallinger

 Break!

“Excuse me, but I 
“E b I
need to check
need to check 
back to my 
office.”
ffi ”

©Dr. Philip Hallinger

36
 Adapting to Change
Adapting to Change

©
 ความรูสึกของเราขณะที่มีการเปลี่ยนแปลง
38
กระตือรือรน
กระปรี้กระเปรา
ปฏิเสธ
กังวล
กงวล มีีความหวััง

สะดุุงตกใจ ไมอดทน รําคาญ

ญ

กลัว ยอมรับ
โกรธ
เคลือบแคลงสงสัย
เคลอบแคลงสงสย
ไมพอใจ

สับสน
สบสน สรางสรร
© Dr. Philip Hallinger
เครียด หลีกหลบ
 Change Adopter Types
39

y Innovators
y Leaders

y Majority

y Resistors

© Dr. Philip Hallinger

 Innovators
40

Change Characteristics:
{ Like change, most change
{ Small % of people
{ Outside the mainstream
{ Provide energy for change
d f h
Change Strategies:
{ Involve them early
{ Share your vision of change
{ Include them in activities
I l d th i ti iti
{ Use their energy
{ Talk to them
Talk to them
© Dr. Philip Hallinger
 Leaders
41

Change Characteristics:
{ Open to change, but they 
consider the effects first
consider the effects first
{ Small % of people
{ Not always administrators
y
{ Provide direction for change
Change Strategies:
{ Talk to them early
{ Seek input/opinions
{ Gi h
Give them responsibility
ibili
{ Keep talking to them

© Dr. Philip Hallinger

 Majority
42

Change Characteristics:
Change Characteristics:
{ Cautious about change
{ Large % of people
{ L k t th i l d &
Look to their leaders & managers first
fi t
{ Will move with the group
{ Concerned about ability
Change Strategies:
{ Explain the rationale
{ Understand why they resist
{ Get leaders’ & managers’ support first
{ Involve in group activities
Involve in group activities 
{ Support efforts to change
{ Use pressure as needed

© Dr. Philip Hallinger

 The Resistors
The Resistors 
43

Change Characteristics:
Change Characteristics:
{ Resist almost any change
{ Small % of people
Small % of people
{ Are not leaders
{ Others do not follow them
Change Strategies:
{ Resistance is natural; theirs is too 
much h
{ Talk to them; assess response
{ Don’tt let them waste energy
Don let them waste energy
{ Involve selectively in groups
{ Don’t confuse with other types

© Dr. Philip Hallinger

 Adopter Types at Your Workplace
Adopter Types at Your Workplace
44

Innovators Leaders Majority Resistors

™ ______ ™ ______
™ ______ ™ ______
™ ______ ™ ______
™ ______ ™ ______
™ ______ ™ ______
™ ______ ™ ______
™ ______ ™ ______
™ ______
™ ______
™ ______ ™ ______
™ ______
™ ______
™ ______ ™ ______
™ ______
© Dr. Philip Hallinger
 Practical Strategies to 
Support Change
Support Change

©
 Eight Stage Process in Change
Eight Stage Process in Change
46

1. Establish a sense of urgency
2 Create a guiding team.
2. Create a guiding team
3. Develop a vision and strategy.
4. Communicate the vision.
5. Empower broad‐based action.
p
6. Create short‐term wins.
7 Make more change.
7. Make more change
8. Make the change stick.
Kotter, J. (1996
(1996).
). Leading Change.Boston,
Change.Boston, MA: Harvard Business School Press.
© Dr. Philip Hallinger
 Why are people and organizations 
complacent?

g Wedding”
“Shotgun g
©Dr. Philip Hallinger
47
 Establish a Sense of Urgency
Establish a Sense of Urgency
y Change requires 
Change requires
cooperation,sacrifice, 
initiative and faith.
y In an organization of 100, 
at least 25 must be willing 
to give extra time & effort. 
In one of 10,000 the same 
may be required of 1 500
may be required of 1,500
y Lacking urgency, few will 
join a coalition or sacrifice
join a coalition or sacrifice 
for change.

©Dr. Philip Hallinger

48
 Establish a Sense of Urgency
Establish a Sense of Urgency

y Create a crisis y Insist that staff talk to 
y Eliminate obvious excess
dissatisfied customers, 
pp
suppliers
y Set such high productivity 
hh h d y Put more info on 
targets that they can’t be  problems into 
reached in usual ways
reached in usual ways communications
communications 
y Stop measuring dept.  y Provide info on new 
performance goals on  opportunities and rewards 
narrow criteria for compan
for company
y Send more data on  y Use comparative 
performance to staff
performance to staff performance data

Kotter, J. (1996). Leading Change.Boston, MA: Harvard Business School Press, p. 44.)
© Dr. Philip Hallinger
49
 Create a Guiding Team
g
50

“Because major change is so 
difficult to accomplish, a 
powerful force is required to
powerful force is required to 
sustain the process. No one 
individual. . . is ever able to do 
everything that is needed to 
bring about real change in 
organizations. A strong coalition 
l
is needed ‐‐ one with the right 
composition influence trust
composition, influence, trust, 
and shared goal.” 

Kotter, J. (1996). Leading Change.Boston, MA: Harvard Business School Press, p. 52.)
© Dr. Philip Hallinger
 Create a Guiding Team
g
51

y Fi
Find the Right People
d th Ri ht P l
{ Position power

{ Expertise

{ Credibility

{ Leadership 

{ Management

y Create Trust
y Develop a Common Goal
p

© Dr. Philip Hallinger

 The Limits of Authorityy
52

“Without the power of 
kings, authority alone 
i
is unlikely to break 
lik l t b k
through the resistance 
to change People will
to change. People will 
ignore you or pretend 
to cooperate while 
doing everything 
possible to undermine 
your efforts.”
ff t ”

© Dr. Philip Hallinger

 The Journey of Change is Long
y g g
53
You need a
Vision of
the
O t
Outcome
You need a
Vision of the Change
g
Process Celebration
Coaching
Support Adjust Policy
Rumors
Training Practice
Uncertainty
Pressure
Shock Seek Solutions

© Dr. Philip Hallinger

 Set a Clear Vision for the Change
g

y “A vision is a picture of the 
future that also offers a 
future that also offers a
sense of why people should 
try to create that future.”
y A vision:
{ Clarifies direction 

{ Motivates people 

{ Coordinates actions Desert
ese t o
or O
Oilfield?
ed

©Dr. Philip Hallinger

54
 Effective Visions of Change
g
55

y Ambitious enough to 
force people out of their 
routines
y Aim at offering better 
services at lower costs
services at lower costs
y Take advantage of 
fundamental trends (e.g., 
( g,
global, technology)
y Shaped by “guiding 
coalition”

© Dr. Philip Hallinger

 Communicating the Vision:
Keep it Simple
Keep it Simple

y Simplicity
y Multiple forums
y R titi
Repetition
y Lead by example
y 2‐way communication

Kotter JJ. (1996)

Kotter, (1996). Leading Change
Change.Boston,
Boston MA: Harvard Business School Press
Press, p
p. 90.)
90 )

©Dr. Philip Hallinger

56
 Empower People to Change
p p g
57

y Communicate a sensible 
C i ibl
vision to staff
y Provide training
Provide training 
y Align information and 
personnel systems to 
your vision
y Align policies and 
authority to vision
authority to vision
y Confront supervisors 
who block change
who block change

© Dr. Philip Hallinger

 Motivate People to Change
p g
58

y Understand their 
values
l
y Create mutual goals
y Link rewards to their 
values and your 
mutual goals

© Dr. Philip Hallinger

 59

Use 
Use
both pressure
and support
d
to make change 
happen.
“You get a lot more done with 
a kind word  and a gun, than 
with a kind word alone ”
with a kind word alone.
Al Capone

© Dr. Philip Hallinger

 Leadership: Geese or Buffaloes?
p
60

© Dr. Philip Hallinger

 The Role of Short Term Wins
61

y Provide evidence that 
Provide evidence that
sacrifices are worth it.
y Reward change agents
Reward change agents 
with a pat on the back.
y Help fine‐tune the vision 
p
and strategies.
y Undermine cynics and 
resisters.
y Keep bosses on board.
y Build momentum.

Kotter, J. (1996). Leading Change.Boston, MA: Harvard Business School Press, p. 123.)
© Dr. Philip Hallinger
 Make more change

y More change, not less as 
people’s needs and 
understanding change
understanding change
y More help as new people are 
hired and promoted
hired and promoted
y Leadership from senior 
g
management ‐‐ “urgency”
g y
y Project management and 
leadership below the top
y Reduce conflicting policies and 
practices

©Dr. Philip Hallinger

62
 Make the Change Stick
g

y Cultural change occurs 
only after results are 
y
clear
y Requires a lot of talk 
q
before people admit 
change helped
y May require staff 
turnover 
y Promotion and 
succession are key
©Dr. Philip Hallinger
63
 The Change Sequence
The Change Sequence
64

Make More
Change Make Change
Stick
Create Sense Develop & Communicate
of Urgency Vision of Change Create Short‐‐
Create Short
term Wins
term Wins
Create Guiding Empower Broad
Empower Broad‐‐
Coalition based Action

Implementation Dip
Implementation Dip
© Dr. Philip Hallinger
 Adapt your strategy to meet 
people’ss needs.
people needs
65

To help something grow, you must first

have an understanding of what it wants
to become.

© Dr. Philip Hallinger

 Change involves letting go of the past, while 
gaining new skills and confidence
gaining new skills and confidence.
66

“Everyone wants to
go to
t heaven,
h but
b t
nobody wants to
di ”
die.”
Joe Louis

© Dr. Philip Hallinger

 Break

©
 Change Factors in Your Organization
Change Factors in Your Organization
68
Personal/People Organizational
y Openness to change y Size
y Personalities y Structure
y Adopter Types y Communication
y Expertise y Leadership
y Past experience with change y Regulation/Bureaucracy
y Corporate Culture
Corporate Culture
y Union
y External Pressures
External Pressures
y Politics

© Dr. Philip Hallinger

 Summary Lessons
69

© Dr. Philip Hallinger

 Thank You
Thank You

Dr. Philip Hallinger

hallinger@gmail com
hallinger@gmail.com
©