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Leading and Managing Change Chapter 10 Dr. Berri O’Neal Management 594

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Activities Contributing to Effective Change Management <ul><li>Motivating Change </li></ul><ul><li>Creating Readiness for Change </li></ul><ul><ul><li>Sensitize Organizations to pressures for change </li></ul></ul><ul><ul><li>Reveal discrepancies between current and desired states </li></ul></ul><ul><ul><li>Convey credible positive expectations for the change </li></ul></ul>

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<ul><li>Overcoming Resistance to Change – Three Major Strategies </li></ul><ul><ul><li>Empathy and Support </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Participation and Involvement </li></ul></ul>

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<ul><li>Creating a Vision </li></ul><ul><ul><li>The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become. </li></ul></ul><ul><li>Describing the Core Ideology </li></ul>

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<ul><li>Constructing the Envisioned Future </li></ul><ul><ul><li>The envisioned future typically includes the following two elements that can be communicated to organization members: </li></ul></ul><ul><ul><li>Bold and Valued outcomes. Descriptions of envisioned futures often include specific performance and human outcomes that the organization or unit would like to achieve. </li></ul></ul>

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<ul><li>For example, BHAGs (Big, Hairy, Audacious Goals) are clear, tangible, energizing targets that serve as rallying points for organization action. They can challenge members to meet clear target levels of sales growth or customer satisfaction, to overcome key competitors, to achieve role-model status in the industry, or to transform the organization in some meaningful way. For example, in 1990 Wal-Mart Stores made a statement of intent “to become a $125 billion company by the year 2000.” </li></ul>

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<ul><li>2. Desired future state. This element of the envisioned future specifies, in vivid detail, what the organization should look like to achieve bold and valued outcomes. </li></ul>

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<ul><li>Developing Political Support </li></ul><ul><ul><li>Assessing Change Agent Power </li></ul></ul><ul><ul><li>Sources of Power Strategies </li></ul></ul><ul><ul><li>Identifying Key Stakeholders </li></ul></ul><ul><ul><li>Influencing Stakeholders </li></ul></ul><ul><li>Managing the Transition </li></ul><ul><ul><li>Activity Planning </li></ul></ul><ul><ul><li>Organization as a Transition State </li></ul></ul><ul><ul><li>Commitment Planning </li></ul></ul><ul><ul><li>Change Management Structures…. (Continued, Next Slide) </li></ul></ul><ul><li>Learning Processes </li></ul>

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Change Management Structures <ul><li>The executive or head person manages the change effort </li></ul><ul><li>A project manager temporarily is assigned to coordinate the transition </li></ul><ul><li>A steering committee of representatives from the major constituencies involved in the change jointly manage the project </li></ul>

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<ul><li>Natural leaders who have the confidence and trust of large numbers of affected employees are selected to manage the transition </li></ul><ul><li>A cross section of people representing different organizational functions and levels manages the change </li></ul><ul><li>A “kitchen cabinet” representing people whom the chief executive consults with and confides in manages the change effort </li></ul>

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<ul><li>Sustaining Momentum </li></ul><ul><ul><li>Providing Resources for Change </li></ul></ul><ul><ul><li>Building a Support System for Change Agents </li></ul></ul><ul><ul><li>Developing New Competencies and Skills </li></ul></ul><ul><ul><li>Reinforcing New Behaviors </li></ul></ul><ul><ul><li>Staying the Course </li></ul></ul>