1. EDLS 7010
Lesson #4
Lead Change

2. 2
Negotiation
Compromise
Bargaining
Integration
Change Strategies & Some Implications
FACILITATIVE POLITICAL
ATTITUDINAL INFORMATIONAL
Fast Implementation Rate
Slow implementation rate
Short term
In-depth
Surface
Long term
Impacts
Consequences
Persuading Helping
Connor, Lake, & Stackman (2003). Managing organizational change.

3. 3
1. Establishing a sense of urgency
2. Forming a powerful guiding coalition
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating short-term wins
7. Consolidating improvements and producing
still more change
8. Institutionalizing new approaches
John Kotter
Eight Steps to Transforming
Your Organization

4. How to Make a Switch
4
.
DIRECT the Rider
FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it.
SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of
specific behaviors.
POINT TO THE DESTINATION. Change is easier when you know where
you’re going and why it’s worth it.
MOTIVATE the Elephant
FIND THE FEELING. Knowing something isn’t enough to cause change.
Make people feel something.
SHRINK THE CHANGE. Break down the change until it no longer spooks the
Elephant.
GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth
mindset.
SHAPE the Path
TWEAK THE ENVIRONMENT. When the situation changes, the behavior
changes. So change the situation.
BUILD HABITS. When behavior is habitual, it’s “free” – it doesn’t tax the
Rider. Look for ways to encourage habits.
RALLY THE HERD. Behavior is contagious. Help it spread.
Heath, C., & Heath, D. (2010). Switch.

5. 5
“To begin with, more than anything else,
leaders build bridges – bridges that help us
move from where we are to where we need to
be . Bridges of hope and ideas and
opportunity; bridges wide and strong enough
so that all who wish to cross can do so
safely.”
“A leader is someone you choose to follow
to a place that you wouldn’t go by
yourself.”
Adapted from Joel Barker, Leadershift,
five lessons for leaders in the 21st
century

6. 6
“Leadership is the ability and the
willingness to influence others so that they
respond willingly.”
“The challenge of effective leadership
is to bring out the best in others.”
Clawson, J.G. (1999). Level three leadership: Getting below the surface.
“Administrators are necessary but
insufficient elements of change leadership.”
Reeves (2009). Leading change in your school. p. 51
“Leaders persuade us not just by the stories
they tell but also by the lives they lead.”
Deutschman (2007). Change or die – p. 89

7. 7
Level 5 Leaders
Build enduring greatness through a
paradoxical blend of personal humility
and professional will
Look out the window to apportion credit
Look in the mirror to apportion
responsibility
Collins, J. (2001). Good to great.

8. 10X Leadership
8
Collins, J., & Hansen, M. (2011). Great by choice: Uncertainty, chaos, and
luck… New York, NY: HarperCollins Publishers.

9. Behaviors of 10Xers
Fanatic Discipline
Extreme consistency of actions with values, goals
Empirical Creativity
Rely upon direct observation, practical
experimentation & direct engagement
Productive Paranoia
Stay highly attuned to threats and changes in
environment, even when all’s going well
9
Collins, J., & Hansen, M. (2011). Great by choice: Uncertainty, chaos, and
luck… New York, NY: HarperCollins Publishers.

10. 10
Generating a Change Environment
 Collection of Facts - Collect the facts to demonstrate
that change is essential
 Negotiations - Negotiate changes to create an ethical
climate
 Self-Purification - The leader prepares for
confrontation
 Reflection
 Personal review
 Consultation
 Direct Action - Move to direct action
 Choose a straightforward, achievable goal
 Act in proportion to the context & people
 Sustain action
 Modify actions to sustain movement
Chapter 5 – R. Calabrese text

11. 11
Adaptive Work
Mobilizing people to tackle tough problems.
The hardest and most valuable task of leadership
may be advancing goals and designing strategy that
promote adaptive work.
The most common source of leadership failure is to
treat adaptive challenges like technical problems.
We are bound to be disappointed if we expect our
conventional learning methods & means – which
generally address only technical challenges – to
support truly adaptive changes.
Heifetz, R. A. (1994). Leadership without easy answers.
Heifetz & Linsky (2002). Leadership on the line.
Kegan & Lahey (2009). Immunity to change…

12. 12
Strategic Principles
of Leadership
Distinguish technical from adaptive challenges
Identify the adaptive challenge
Keep the level of distress within a tolerable
range for doing adaptive work
Focus attention on ripening issues and not on
stress-reducing distractions
Give the work back to people, but at a rate
they can stand
Protect voices of leadership w/o authority
Heifetz (1994). Leadership without easy answers.
Heifetz & Linsky (2002). Leadership on the line.

13. Overcoming Immunity to Change
Change doesn’t cause anxiety – the
feeling that we are w/o defenses does
We can’t succeed w/adaptive challenges
w/o recognizing that we are putting at
risk what has been a very well
functioning way of taking care of
ourselves
Kegan & Lahey (2009). Immunity to change.
13

14. Overcoming Immunity to Change
“Since there will never be enough
charismatic leadership geniuses to
support every worthy change challenge,
it would be useful if mere mortals,
working more conscientiously than
charismatically, could learn to bring
about such a shift in collective attitudes.”
14
Kegan & Lahey (2009). Immunity to change.

15. Big Assumptions
What makes a “big assumption more than
merely an assumption is the belief, implicit
or explicit, that what we assume is always
and completely right. A big assumption
automatically informs how we see reality.”
“The problem more often is that we tend to
overuse big assumptions and over-
generalize their applicability far beyond
their scope.”
15
Kegan & Lahey (2009). Immunity to change.

16. 16
Leadership’s
Personal Resilience
Each individual has a personal speed of
change.
The single most important factor for enhancing
this speed of change is resilience.
Resilient individuals – those who operate at a
high speed of change – are able to take on more
change without becoming so intellectually,
physically, and emotionally drained.
Conner, D.R. (1998). Leading at the edge of chaos: How to create the nimble
organization.

17. 17
Personal Characteristics that
Define Resilient Behavior
Positive
Focused
Flexible
Organized
Proactive
Conner, D.R. (1998). Leading at the edge of chaos: How to create the nimble
organization.

18. 18
Six Steps to
Effective Leadership
Clarifying your center
Clarifying what is possible
Clarifying what others can contribute
Supporting others so they can contribute
Being relentless
Measuring & celebrating progress
Clawson, J.G. (1999). Level three leadership: Getting below the surface.

19. The 6 Secrets of Change Fullan (2008)
1. Love your employees
 Create situations for them to succeed
1. Connect peers with purpose
 Establish the right conditions
 Set the process in motion
 Trust the process and the people in it
1. Capacity building prevails
 Concerns competencies, resources &
motivation
1. Learning is the work
19

20. The 6 Secrets of Change Fullan (2008)
5. Transparency rules
 Involves being open about results & practices
 Pursuing and nailing down problems that recur &
identifying evidence
 Informed responses to problems
5. Systems learn
 Focus on developing many leaders working in
concert
 Leaders approach complexity with a combination
of humility & faith that effectiveness can be
maximized under the circumstances
20

21. 21
Interactive Professionalism
Guidelines for Principals
Understand the culture
Value your teachers; promote their professional
growth
Extend what you value (support a wide variety of
strategies)
Express what you value
Promote collaboration; not cooptation (create the
vision together)
Make menus, not mandates (empower teachers to
select from a wide range of collaborative practices)
Use bureaucratic means to facilitate, not to constrain
Connect with the wider environment
M. Fullan & A. Hargreaves. (1996). What’s worth fighting for in your school.

22. 22
Leadership of
Profound Change
Profound change – organizational change that
combines inner shifts in people’s values,
aspirations, and behaviors with “outer” shifts in
process, strategies, practices, and systems.
Faced with the practical needs for significant
change, we opt for the hero-leader rather than
eliciting and developing leadership capacity
throughout the organization.
Senge, et.al. (1999). The dance of change.

23. 23
Key Aspects of
Leadership for Change
Openness to change
Desire to challenge assumptions
Good judgment
Capacity to earn trust
Balance
Willingness to stay the course
Value risk-taking
Love learning
Systems thinker
Clawson, J.G. (1999). Level three leadership: Getting below the surface.
Duke, D. (2004). The challenges of educational change.

24. Leadership Principles for
Leveraging Chaos
Recognize that many problems are solutions
waiting to happen (homeostasis & change)
Tolerate ambiguity, in that many possible right
answers may exist in the context of competing
values (strange attractors)
Recognize that what a leader attends to will be
mirrored throughout the organization (fractals)
Establish appropriate systems for relevant
feedback to flow freely (cybernetics)
24
Shoup, J.R., & Studer, S.C. (2010). Leveraging chaos…

25. Leadership Principles for
Leveraging Chaos (continued)
Plan & implement change by evaluating
probable intended & unintended consequences
(emergence)
Recognize that certain small changes can have
a big effect (sensitive dependence)
Plan for the best & prepare for the worst (self-
organized criticality)
Reframe problems & solutions to leverage the
most appropriate & relevant theme(s) and
patterns at work in the system
25Shoup, J.R., & Studer, S.C. (2010). Leveraging chaos…

26. 26
Getting to Yes
To find your way through the jungle of people
problems, think in terms of:
 Perception
 Put yourself in their shoes
 Don’t blame them for your problem
 Give them a stake in the outcome by making sure they
participate in the process
 Emotion
 First recognize & understand emotions, theirs & yours
 Don’t react to emotional outbursts
 Use symbolic gestures
 Communication
 Listen actively & acknowledge what is being said
 Speak for a purpose
Fisher, R., & Ury, W. (1991).

27. 27
Decision-Making Biases
that Hinder Effective Negotiation
Irrational escalation of commitment
Continuing a previously selected course of action
http://www.youtube.com/watch?feature=player_detailpage&v=C4
The mythical fixed pie
Assuming that your gain must come
at the expense of another
Anchoring and adjustments
Giving too much weight to initial offer
Robbins, S. (2000). Essentials of organizational behavior (6th
ed.).

28. Decision-Making Biases
that Hinder Effective Negotiation
Framing negotiations
People are affected by the way info is presented
Availability of information
Relying on readily available vs. reliable info
The winner’s curse
The regret one feels after closing a negotiation
Overconfidence
Ignoring info that contradicts beliefs & expectations
28
Robbins, S. (2000). Essentials of organizational behavior (6th
ed.).

29. 29
Principled Negotiation
Based on integrative bargaining and a
win-win approach
People: Separate the people from the
problem
Interests: Focus on interests, not
positions
Options: Invent options for mutual gain
Criteria: Insist on objective criteria
Fisher, R. & Ury, W. (1981). Getting to yes. In Osland, J., Kolb, D., & Rubin, I. (2001).
Organizational behavior.

30. 30
Distributive vs.
Integrative Bargaining
Bargaining
Characteristic
Distributive
Bargaining
Integrative
Bargaining
Available amount of
resources to be divided
Fixed Variable
Primary motivations I win; you lose I win; you win
Primary interests Opposed to each other Convergent or
congruent with
each other
Focus of relationships Short term Long term
Lewicki, R. & Litterer, J. (1985). Negotiations. In Robbins, S. (2000). Essentials of organizational
behavior (6th
ed.).

31. 31
Transactional Leadership vs.
Transformational Leadership
Transactional Leadership
Influencing follower through an exchange of
something valued by both the leader & follower
Quid pro quo interactions
Transformational Leadership
A relationship of mutual stimulation & elevation
Engagement between leaders & followers bound by
common purpose
Both the leaders & the followers are guided by ethical
values & moral principles
Burns, J.M. (1978). Leadership.

32. Effects of Transformational
Leadership
Stimulating others to view their work from new
perspectives
Awareness of organization’s mission/vision
Developing other’s abilities to higher levels of
performance
Motivating others beyond self interests toward
the benefit of the group or organization
Bass, B.M. & Avolio, B.J. (1994). Improving organizational effectiveness through
transformational leadership.
32

33. 33
Behavior of
Transformational Leaders
 Idealized influence
Role models – admired, respected & trusted
 Inspirational motivation
Giving meaning & challenge to followers
Involving others; communicating
 Intellectual stimulation
Promote innovation & creativity
 Individualized consideration
Acting as mentor or coach
Supervising according to individual needs
Bass, B.M. & Avolio, B.J. (1994). Improving organizational effectiveness through
transformational leadership.

34. 34
Competencies that Enhance
Transformational Leadership
Attention
Developing a shared vision
Meaning
Communicating the vision to others
Trust
Believing in people and remaining focused
Self
Knowing personal skills & deploying them
Bennis, W. (1984). The four competencies of leadership. Training &
Development Journal, 38 (8), 14-19.