Chapter 8 Innovative role

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Chapter 8Innovative role

• Living with change
• Thinking creatively
• Managing change

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Innovating Limited/non adaptive--------------
----Extensive/adaptive

• Individual response to unplanned
  change Resist-------------------Adapt
• Attitude toward change Pessimistic-------------
  ----------Optimistic
• Clarity of purpose Reactive/conforming -
  Proactive/ transcending
• Stress management Reactive------------------------
  -----Proactive
• Problem solving modes Closed/constrained----Open/u
  nconstrained
• Thinking modes Critical thinking/vertical-----Crea
  tive thinking/lateral
• Domain skills Static knowledge base---------------
  --Expanding knowledge base
• Creative skills Operate within cultural
  barriers ----Challenge cultural barriers
• Emotional barriers Passive acceptance
  --------------Proactive challenge
• Techniques Structured analysis---Brain
  storming/nominal analysis
• Managing org. change Reactive--------------------
  ---------Proactive
• Organizational diagnosis Unsystematic-----------
  --------Force field analysis
• Creating Task environment
  Structured /low risk tolerance
  ----------------------Open/high risk tolerance
• Organizational type Bureaucratic/mechanic-----
  Collegial/organic
• Leadership approach Conductor---------------------
  ----Developer
• Influence process Coercive------rational-----educa
  tional---transformational

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Competency 1 Individual response to unplanned
change Resist----------------------------------Ada
pt

• Attitude toward change Pessimistic------------
  Optimistic
• The best of times Past---------------Present----
  ---Future
• Dealing with the box Contract----------Sustain--
  ----Expand
• Validity of beliefs, values, scripts
  Closed------------------Open
• Validating oneself External ----------------------
  Internal
• Self image Possessions------------------Values/he
  alth
• Validation process External Image-------Congruency
  of values
• Projection Talk the walk-----------------------
  --Walk the talk
• Dealing w/status quo Holding on-----------------
  -------Letting go
• Clarity of purpose/choice Defuse/unranked------
  --------Clear/ranked

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Individual emotional barriers Passive
acceptance--------------Pressing limits

• Resistance to change Accept----------------------
  -----------Reject
• Experimentation Reject/fear of failure
  --------------------------------------------------
  ----------------------------------------Accept/bas
  is for learning
• Ambiguity Reject/structure the situation
  --------------------------------------------------
  -----------------Accept/explore potential
  solutions
• Generation of ideas Reactive/judge evaluate
  initiatives --------------------------------------
  ----Proactive/generate develop ideas of others
• Moving to closure Rapid/uptight-------------------
  -----Paced/relaxed
• Originality Excessive self critical-----External
  evaluation
• Evaluation of self ideas Converged/twins------
  -------------Separate
• Validation of ideas Conformity--------------------
  ---------------Integrity
• Stereotyping Extensive---------------------------
  ---------Limited
• Information Accept data w/o checks---------Cross
  checking

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Competency 2- Thinking creativelyProblem
framing Closed/constrained--0pen/unconstrained

• Thinking modes Critical thinking /vertical
  --------------------------------------------------
  -----------------------Creative thinking/lateral
• Domain skills Static knowledge base
  --------------------------------------------------
  --------------------Expanding knowledge base
• Creative skills Operate within cultural
  barriers -----------------------------------------
  ----------------------Challenge cultural barriers
• Dealing w/ Constraints Assumed--------------------
  ------Real
• Challenging constraints CI/within constraints
  --------------------------------------------------
  -----------------------CI/eroding constraints
• Techniques Structured analysis------------Brain
  storming

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Problem framingOptimizing within
constraints-------Continuous improvementw/o
constraints

• The way problems are framed and the nature of
  constraints influences the potential for creative
  solutions
• Perspective on constraintssorting assumed from
  real constraints
• Problem framingoptimizing (posing improvements
  within constraints) vs. continuous improvement
  (CI) (systematically addressing the reduction
  elimination of constraints

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Nature of internal constraints

• Constraints may be real or assumed
• Real constraints Factors that limit action and
  decisions that cannot be changed.
• The laws of physics
• What has occurred in the past
• Starting pointsphysical conditions, personnel
  capability, technology, cultural, attitudes,
  existing business model . . .

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Nature of internal constraints

• Assumed constraints --The conditions that are
  assumed to be given that limit decisions and
  actions
• Organizational factorsexisting business model,
  policies, procedures, rules, formal structural
  features that define authority, responsibility,
  communication
• Culture and attitudes of management and/or
  operating personnel.
• State of technology
• Level of performance of individuals, groups,
  organizations

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Problem framing w/standard maintenance (S-M)

• Standard maintenanceThe orientation is to
  operate within constraints
• In a stability focus, attention is to sustain the
  level of functioning by correcting deviations
  from standards
• CI w/in constraints-- In an efficiency focus,
  attention is to optimize within constraints.
• If a continuous improvement program is
  undertaken, the rate of improvement declines over
  time as constraints limit further changes.
• Bureaucratic mentality underlies the approach

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Continuous Improvement (CI) w/out constraints

• Continuous improvement focus is to continuously
  incrementally improve the functioning of the
  organization.
• It is an efficiency (incremental changes) focus
  that systematically addresses and seeks to
  reduced constraints.
• Each level of achievement provides the base for
  further improvements as constraints are reduced
  or eliminated.

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CI--Problem framing without constraints

• Continuous improvement without constraints
• Systematically address the reduction and
  elimination of constraints Can do approach
• Modify formal constraints, or accept deviation
  from the constraints to get the job done

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Relevance of Past Success Models (S-M vs. CI)

• S-M--Decisions are made within constraints of
  past success models (e.g.) Past patterns of
  decisions associated with success are rolled
  forward.
• CI--Past success models are continually being
  modified incrementally changed (e.g.) The view
  is that past patterns of decisions can be
  modified and improvements continuously realized.

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Relevance of Formal Restrictions (Policies,
Procedures, Rules)

• S-M Formal constraints provide stability of
  decision making. Decisions are made within the
  formal constraints if no discretion is provided,
  decisions are dictated by the formal limits
• CI w/in constraints Formal constraints are
  observed but CI search is to improve w/in the
  constraints
• CI w/out constraints Formal constraints are
  deviated from if they inhibit efficiency and
  effectiveness

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Boundaries of Authority Responsibility (S-M vs.
CI)

• S-M--The limits of authority responsibility
  formally constrain decision processes
• CI --Authority responsibility are considered
  dotted lines to be observed if they support
  problem solving

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Approach to Problems (S-M vs. CI)

• S-M--Problems indicate some short fall in
  performance of supervision or operating
  personnel locate who is responsible and bring
  them up to standards
• CI--Problems are opportunities to improve the
  organization either through system design,
  training, challenging constraints,

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Dealing with Financial Constraints (S-M vs. CI)

• S-M--Make the best decisions within the limits
  of budgets on capital expenditures and operating
  expenses
• CI--Decide what levels of operating funds
  capital expenditures are necessary to support
  improvement of operations search to raise the
  funds, or reallocate funds to better uses.

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Dealing with Personnel Constraints (S-M vs. CI)

• SM-Select personnel that best fit the job
  requirements train personnel to meet the job
  requirements in areas that they fall short
• CI--Select personnel that have the best potential
  to develop beyond the immediate job continuously
  train personnel to expand their capabilities
  enlarge the job

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Dealing with Equipment Technological Constraints

• SM-Ration equipment use make do with existing
  state of technology unless clear needs can be
  demonstrated for updating minimize expenditures
• CI--Determine what levels of support would
  potentially contribute to improving performance
  anticipate needs growth of capability.
• The focus is on increasing capability expending
  the resources that are necessary

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Competency 3 -Managing ChangeReactive------------
----Proactive

• Organizational diagnosis Unsystematic-----------
  --------------------------------------------System
  atic/force field analysis
• Dealing w/driving forces Passive----------------
  -----Proactive
• Dealing w/resisting forces Passive---------------
  ------Proactive
• Influence process Push----------------
  ----------Pull
• Power/coercive Limited--------------------Exte
  nsive
• Rational/empirical Limited-------------------E
  xtensive
• Normative/participative Limited---------------
  --Extensive
• Transformational Limited------------------Ext
  ensive
• Axioms Willingness to change
  Resist-------------Embrace
• Perception on rewards/avoid punishment
  Negative---Positive
• Rational/knowledge based
  Limited-------- Extensive
• Values/knowledge embedded in culture
  Stability------Change

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Creating type of task environment
Structured/low risk tolerance-------Open/high
risk tolerance

• Formal structure Bureaucratic-----Organic
• Leadership style Conductor----Developer

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Leadership style Conductor---------------Develop
er

• Supervisor role Controller-----------------Fa
  cilitator
• Rule orientation Rigid-----------------------Flex
  ible
• Direction Close-----------------------General
  
• Framing issues Problems--------------Challenges
  
• Empowerment Limited-------------------Extensiv
  e
• Development focus Job--------------------------
  -Career
• Risk orientation Avoid -----------------------
  Accept
• Change over time Static------------------------
  Dynamic
• Dealing w/errors Punish-------------------Learn
  
• Representation Limited------------------Extens
  ive
• Pressures Transmit/amplify ----------Buffer
  
• Employee initiatives Inhibit-----------------
  --------Support
• Feedback on initiatives Passive--------------
  --------Active

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Goals Charge Defuse-------------------------
--Clear
Motivating Change
Creating Vision
Effective Change Management
Developing Political Support
Managing the Transition
Sustaining Momentum
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Change as a Transition State
Desired Future State
Current State
Transition State
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Motivating Change

• Creating Readiness for Change
• Sensitize the organization to pressures for
  change
• Identify gaps between actual and desired states
• Convey credible positive expectations for change
• Overcoming Resistance to Change
• Provide empathy and support
• Communicate
• Involve members in planning and decision making

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Creating a Vision

• Discover and describe the organizations core
  ideology
• What are the core values that inform members what
  is important in the organization?
• What is the organizations core purpose or reason
  for being?
• Construct the Envisioned Future
• What are the bold and valued outcomes?
• What is the desired future state?

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Developing Political Support

• Assess Change Agent Power
• Identify Key Stakeholders
• Influence Stakeholders

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Managing the Transition

• Activity Planning
• Whats the roadmap for change?
• Commitment Planning
• Whos support is needed, where do key players
  stand, and how to influence their behavior?
• Change-Management Structures
• Whats the appropriate arrangement of people and
  power to drive the change?

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Sustaining Momentum

• Provide Resources for Change
• Build a Support System for Change Agents
• Develop New Competencies and Skills
• Reinforce New Behaviors
• Stay the Course