ORGANISATIONAL LEADERSHIP

SESSION 8:
Knowing Who & How
Leading Change in
Organisations and Ourselves

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Only a handsome prince can rescue the princess and her serfs from their hundred-year slumber. United Kingdom, circa
2002: Sleeping Beauty, by Edward Burne-Jones (1833-1898); Dublin, Hugh Lane Municipal Gallery Of Modern Art. Photo
by DeAgostini/Getty Images

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 Leadership Reflection: The Strength to Change
Ourselves

Understanding yourself
• Who am I?
• Who do I want to be?

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 Targets for Change

• Individuals

• Groups

• The Organisation

• The Environment

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Learning Circle

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EXTERNAL FORCES FOR CHANGE

Econ’

Legal HRM Social

Strategy
Production
Administration
Mktg & Sales
Pol’ R&D Tech’

Comp’

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 INTERNAL FORCES OF CHANGE
• Change in organisational strategy

• Performance gaps

• High absenteeism and turnover

• Introduction of new work practices

• Change of management/leadership

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 FACTORS AFFECTING READINESS FOR CHANGE

• Degree of dissatisfaction/satisfaction with status quo

• Availability of desirable alternatives

• Perceptions of implications of change

• Existence of plan for implementation of change

• Duration of status quo

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ORGANISATIONAL RESISTENCE TO CHANGE

Threat to
established
resource
allocation
Threat to
established Structural inertia
relationships

Organisational
Resistance

Group inertia Limited focus of

change

Threat to
expertise

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 INDIVIDUAL RESISTENCE TO CHANGE
Personality
Dimensions
Fear of the
Habit & Unknown
Cognitive Scripts

Individual
Resistance
Threat to social
Perception relationships

Selective
Economic Factors
Information

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 The Theory of the Diffusion of Innovation

Innovators 2.5%

Early Adopters 13.5%

Early Majority 34%

Late Majority 34%

Laggards 16%

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 Adopting to Change

Tipping point:
20%

Innovators Early Laggards

Majority
Early Adopters Late Majority
 Roget's Theory Diffusion of Innovation

• Where is the place of most potential???

• Leaders - you need to identify saboteurs

• THE TIPPING POINT

“The tipping point is that magic moment when an idea, trend, or social behaviour
crosses a threshold, tips, and spreads like wildfire.”

Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference

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 Accommodating Change

shock

denial & Accommodation

isolation envision growth
new opportunitie
bargaining
building

anger
acceptance of
guilt & reality
remorse

panic resignation to
situation

depression
 Helping with Transition

Remember:
• Each team member handles transition differently
• Be visible in offering assistance
• Communicate early and often, group, one-on-one, publications
• Ask for feedback
• Focus on success
• Reward success
Change Management
discussion
 Steps for Effectively
Implementing Change
• Redefine roles and responsibilities

• Garner or provide necessary resources

• Train, train, train - enabling many to implement

• Allow just enough time for success

• Publicize and celebrate short-term wins

• Evaluate at appropriate intervals

• Redesign as necessary
 Change versus Transition
Culture Change requires a Paradigm Shift

PARADIGM SHIFT
• A change in the way we view reality
• A change in our thinking

Culture Transformation
• Personal
• Organisational
• Physical

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Nemawashi
 OVERCOMING RESISTANCE TO CHANGE
• Shaping political dynamics – target senior management and other opinion leaders

• Employee education, training and participation

• Selling the need for change

• Encouraging employee involvement & teamwork

• Effective presentation and implementation

• Rewarding engagement and support

• Creating discomfort with status quo

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 Leadership Steps for Culture Change

• Begin, just do it 
• Your cultural decision in a very short statement
• Change your hiring practices to reflect your (newly) stated values
• Improve your on-boarding process
• Write down your standards
• Reinforcement plan
• Use the wright metrics (get rid of the wrong ones)
• Employee-directed job design

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“Leadership is a relationship, founded on trust and confidence. Without
trust and confidence people don’t take risks. Without risks, there’s no
change. Without change, organizations and movements die”

Kouzes & Posner, 2002, p. 12

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Shift Happens!!!

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