From Idea to Implementation: Leading Change

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From Idea to Implementation Leading Change

• Catherine Gerard
• Co-Director, Program on the Analysis and
  Resolution of Conflict
• Associate Director
• Executive Education Programs
• The Maxwell School of Syracuse University
• CNYSBA
• November 24, 2008

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Objectives

• To review current thinking on change and how it
  can guide leadership action

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Managing the Human Side Adaptation
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Creating Stability in Chaos

• Communication
• Participation/Control
• Transparency
• Consistency

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8 Steps to Transformation

• Establish a sense of urgency
• Form a powerful guiding coalition
• Create a vision
• Communicate the vision
• Empower others (remove obstacles)
• Plan and create short-term wins
• Consolidate improvements and do more
• Institutionalize new approaches in culture
• From John Kotter, Leading Change Why
  Transformation Efforts Fail, Harvard Business
  Review, March-April 1995.

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Stakeholder Analysis

• To identify those who might win or
• lose as a result of your effort
• To understand motivations of
• stakeholders and select appropriate
• strategies to influence them

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Types of Change

• Shock Change
• Unexpected change that catches one off guard
• Evolutionary Change . . . . . . . . . . .
• Gradual, incremental change
• Strategic Change
• Planned change, guided by leadership

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Why people resist change

• Loss of control
• Uncertainty
• Shock factor
• Difference effect
• Loss of familiarity
• Loss of competence
• Ripple effect
• More work

• Past resentments
• Real threat
• (Rosabeth Moss Kanter, The Change Masters, 1983)

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Creating Stability in Chaos

• Core Ideology
• Core Values- guiding principles, belief system
• Core Purpose -reason for being, inspires change
• Envisioned Future
• Visible, real dreams and hopes
• Audacious Goals and vivid descriptions
• From Collins and Porras, Building Your Companys
  Vision, HBR, September/October 1996

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Why people resist change

• What are some of the changes you are anticipating
  ?
• Which groups will be affected ?
• Why will they resist the change ?

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Managing the Change Positive Politics
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Positive Politics
Broker
1. Building and maintaining a power
base 2. Analyzing stakeholder interests
3. Negotiating agreement and
commitment Adapted from Robert Quinn et al,
Becoming a Master Manager, Wiley, 2004
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Assessment of power and dependency
The ability to produce the capacity to
mobilize people and resources to get the job
done
Source Kanter, R. Moss (1983). The Change
Masters Innovations for Productivity in
the American Corporation. New York Simon
and Schuster.
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Sources of Power

• Position
• Information and expertise
• Control of formal rewards and sanctions
• Alliances and networks
• Access to and control of agenda
• Framing of meaning and symbols
• Personal charisma

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Integrating Power and Dependency
As a person gains more formal authority in an
organization, the areas in which he or she is
vulnerable increase. . . It is not at all unusual
for the president of an organization to be in a
highly dependent position. . . Successful
managers cope with their dependence on others by
being sensitive to it, by eliminating or avoiding
unnecessary dependence, and by establishing power
over those (on whom they are dependent)


Source Kotter, John (1977). Power, Dependence,
and Effective Management.
Harvard Business Review, July- August..
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Dependency Diagram
Mayors Office
City Bureaucracy
City Council
Main Employee Union
Eleven Smaller Unions and Employee Associations
Accreditation Agencies
medium
medium
high
high
high
Hospital Manager
high
Civil Service
medium
high
State Government
high
medium
medium
medium
medium
Affiliated Medical School
Local Press
Federal Government
Other Hospitals in the city
Local Community Groups
Source Kotter, John (1977). Power, Dependence,
and Effective Management. Harvard Business
Review, July- August.
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Dependency Diagram
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Influence Strategies

• Player Strategies - Add or delete a
  stakeholder(s)
• Coercive Strategies - Induce movement through
  
• intimidation and threats
• Political Strategies - Trade their support for
  your
• support
• Persuasion Strategies - Convince opposition by
  selling
• Negotiation Strategies - Work together to
  achieve a
• mutually acceptable compromise or
  collaborative
• solution

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Building Alliances
High
Bedfellows
Allies
Fencesitters
Agreement
Opponents
Adversaries
Trust
High
Low
from Peter Block, The Empowered Manager,
Jossey-Bass 1987
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Influence Strategies

• Allies (High Agreement/High Trust)
• Make personal contact. Reach agreement on
  plans and hopes. Reaffirm the quality of the
  relationship. Discuss doubts and vulnerability.
  Ask for advice and support.
• Opponents (High Trust/Low Agreement)
• Reaffirm the relationship. State the
  opponents viewpoint. Negotiate the new position.

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Influence Strategies

• Bedfellows (High Agreement/Low Trust)
• Reaffirm the agreement. Acknowledge lack of
  trust. Be clear about the required working
  relationship and reach agreement.
• Fencesitters (Low Trust/Unknown Agreement)
• State your position. Ask where the other
  stands. Apply gentle pressure. Encourage other to
  think about the position and let you know what it
  would take to gain support.

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Strategies for Change

• Which stakeholders are most affected ?
• Which allies can you use to influence the
  powerful stakeholders?

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Model for Change Build Willingness

• Willingness
• Environment Ability

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Steps to Change

• Willingness new concepts, vision, paradigm
• Environment systems, structures, policies
• Ability new knowledge and skills

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Communication Strategies

• How? Whats the Plan? Lay it out.
• What are we going to do? Describe it.
• Why? What is the purpose? Integrate.
• Who? Whom will it affect ? Anticipate and discuss
  the impact.

• Thinker/ Analyzer
• Sensor/ Implementer
• Intuitor/ Big Picture Person
• Feeler/ People Person

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Choosing Strategies for Change Participation

• Situation
• The amount of resistance
• The change agents power and the level of trust
  established with the change targets

• Guideline
• The greater the resistance the more likely it
  will need to be reduced by more participative
  methods
• The less authority, credibility, acceptance, or
  other forms of influence that the change agent
  has, the more he/she must use participative
  methods

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Choosing Strategies for Change Participation

• The dependence of the change agent on the change
  targets for information and expertise in
  designing and implementing the change
• The stakes involved
• Kotter and Schlesinger, Choosing Strategies for
  Change, Harvard Business Review, March-April
  1979

• The greater the dependence on change targets, the
  greater the need for participative methods
• The greater and more imminent the risk to
  organizational performance and survival, the more
  necessary to use coercive methods

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Strategies

• How can you skillfully combine communication,
  influence, and participation strategies?