Leading Transformational change January 2013 Sue Hellman – Director UK Consultancy (LCLL)
www.ioe.ac.uk/lcll
Aims To explore:what we know about transformational change models for change emotional, political and rational aspects of change resistance to change leadership of change
Change
‘A dynamic and continuous process of development and growth that involved a reorganisation in response to ‘felt needs’’. It is a process of transformation, a flow from one state to another, either initiated by internal factors or external forces, involving individuals, groups or institutions, leading to a realignment of existing values, practices and outcomes.’ Morrison (1998)
Reculturing How the organisation presents itself to the outside world C U L T U R E
behaviour mindset beliefs motives values
Transformational Change ‘A culture of change consists of great rapidity and non linearity on the one hand and equally great potential for creative breakthrough on the other. The paradox is that transformation would not be possible without accompanying messiness’
M.Fullan 2001
Dimensions of change Vision
Skills
Incentives
Resources
Action Plans
Success
Skills
Incentives
Resources
Action Plans
Confusion
Incentives
Resources
Action Plans
Anxiety
Resources
Action Plans
Slow Change
Action Plans
Frustration
Vision
Vision
Skills
Vision
Skills
Incentives
Vision
Skills
Incentives
Resources
Jacqueline S. Thousand & Richard A. Villa Managing Complex Change; 2001
False Starts
Eight Steps for Successfully Leading Change 8. Institutionalising new approaches 7. Consolidating improvements and producing more change
Implementing and sustaining change
6. Planning for and creating short-term wins 5. Empowering others to act on the vision
Engaging and enabling the whole organisation
4. Communicating the vision 3. Creating a vision
2. Forming a powerful guiding coalition
Creating a climate for change
1. Establishing a sense of urgency John Kotter 1995
The skilled-helper model Current picture
Preferred picture
The way forward
Story
Possibilities
Possible strategies
New perspectives
Change agenda
Best fit strategy
Value
Commitment
Plan G.Egan
Transformational change ‘People are not your most
important asset. The right people are.’
J. Collins – Good to Great
Transformational change Focus on people and relationships
‘the soul at work’ Lewin and Regine (2001)
Aspects of change
Rational
Emotional
Political
Change Curve Success
Positivity
+
Ownership Energy for further change, take more risks, ready to learn
Decision Self Esteem
Overwhelmed
Can-do
Negativity Time
The Sigmoid Curve ( Handy)
Resistance Think of a situation where you encountered strong resistance to change:-
What did you do? How did you feel? What would you do differently? http://www.youtube.com/watch?v=hcz1aZ60k7w
Redefining Resistance We are more likely to learn something from people who disagree with us than from people who agree People resist for what they see as good reasons
Different perspectives
Time to listen and to hear what is being said
Leadership Transformational change requires leadership that:is highly focused on achieving the desired results will take the tough decision will do whatever it takes to get there
Many change initiatives fail because the journey is too difficult.
Leadership Effective change leaders create the conditions for successful change
Understand that change takes time Motivate and inspire people to achieve extraordinary results http://www.youtube.com/watch?v=jwxrsngEJDw&feature=r elated
Further reading Beckhard, R. Harris, R. (1987) Organizational Transitions: Understanding Complex Change: Addison-Wesley Series Collins, J. (2001) Good to Great. London. Ramdon House Egan, G. (2010) The Skilled Helper, 9th edition, California: Brooks/Cole Cengage Learning Fullan, M .(2001) Leading in a Culture of Change. San Francisco, CA: Jossey- Bass Kotter, J. (1995) Leading Change, USA: Harvard Business School Press