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LEAD 701 Yukl chapter04
1.
Leading Change and
Innovation 4-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
2.
After studying this
chapter, you should be able to: Understand the different reasons for resisting change. Understand the psychological processes involved in making major changes. Understand how to develop an appealing vision for the organization. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-2
3.
Understand how
to implement a major change in an organization. Understand the characteristics of a learning organization. Understand how leaders can increase learning and innovation in organizations. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-3
4.
Copyright© 2013 Pearson
Education Inc. publishing as Prentice Hall Leadership In Organizations 4-4 Understand the different reasons for resisting change
5.
No clear
justification for change Feasibility of proposed change Unsuccessful earlier change efforts Lacking self-confidence Tangible cost/benefit Individual loss Inconsistency with individual values Lack of trust Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-5
6.
Copyright© 2013 Pearson
Education Inc. publishing as Prentice Hall Leadership In Organizations 4-6 Understand the psychological processes involved in making major changes
7.
Unfreeze Change
Refreeze Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-7
8.
Denial Anger
Mourning Adaption Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-8
9.
General Self-Confidence
“Inoculation” hypothesis Less resilience hypothesis Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-9
10.
Copyright© 2013 Pearson
Education Inc. publishing as Prentice Hall Leadership In Organizations 4-10 Understand how to develop an appealing vision for the organization
11.
Qualities of an
effective vision Simple and idealistic Appeals to values Emphasizes future objective Challenging Realistic Addresses what is important Focused but not confining Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-11
12.
Mission Statement
Value Statement Slogans Strategic Objectives Project Objectives Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-12
13.
Key stakeholders
Shared values and ideals Strategic objectives with wide appeal Relevant elements in the old ideology Link vision to core competencies Continually assess and refine the vision Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-13
14.
Copyright© 2013 Pearson
Education Inc. publishing as Prentice Hall Leadership In Organizations 4-14 Understand how to implement a major change in an organization
15.
Determine what
to change Systems Dynamics Responsibility Pace and Sequencing Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-15
16.
Create urgency
Communicate vision Identify supporters and opponents Build coalition Use change agents Make symbolic changes Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-16
17.
Prepare people
for change Deal with stress Provide early successes Monitor progress Communicate progress Demonstrate optimism Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-17
18.
Copyright© 2013 Pearson
Education Inc. publishing as Prentice Hall Leadership In Organizations 4-18 Understand the characteristics of a learning organization
19.
Internal creation
External acquisition Knowledge Diffusion Learning Organizations Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-19
20.
Copyright© 2013 Pearson
Education Inc. publishing as Prentice Hall Leadership In Organizations 4-20 Understand how leaders can increase learning and innovation in organizations
21.
Appreciation Learning
at various levels Mental models Leverage learning Knowledge sharing Innovation goals Reward entrepreneurial behavior Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-21
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