LEADER

DEVELOPMENT IN
TIMES OF CHANGE
Presented by: Noreen M. Albrando
“Just when the caterpillar
thought the world was over,
it became a butterfly.”
 What is Change?

• "Change ... requires creating a new system, which in turn

always demands leadership (Kotter, 1995)."
 Why study change?
• Successful organizations must continually change
• Change will impact the members of an
organization ~ impact will be positive or negative
• Leaders can and should facilitate the process
• Effective facilitation can maximize success for
both organization and people
Organized Change Process
Perception of
problem

Implementati
Definition
on

Planning Analysis

Generation
Decision
of
making
alternatives

Evaluation
 Styles for Driving Change

PUSH
Coercive
Directive

Consultative
PULL Collaborative
 Change / Transition
• Change as a structural, unemotional process
– Sebastian is promoted to Vice President, Sales
• Job description
• Organizational chart
• Transition as a psychological process involving the
intellect and emotions
– Sebastian is thrilled to be promoted so highly
– He is very sentimental about her old co-workers and
surroundings
 Change / Transition

Change Transition
• Disruption in • Psychological
expectations reorientation to the
• External event change event
• Related to • Internal process
circumstances and • Related to a state of
situations mind, a sense of
• Sometimes connected identity
to a decision of choice
 The Change Curve
• Four stages:
1. Status quo
2. Disruption
3. Exploration
4. Rebuilding
 Symptoms of Change
• Possible emotional – Denial
reactions to change – Exhilaration
– Fear – Worry
– Hope – Disbelief
– Anxiety • Change is Work
– Relief • Still, change has myriad
– Happiness positive and appropriate
– Anger applications
– Sadness
 Why do People Change?

C=DxMxP>R
Change accomplished is a function of :
D: Dissatisfaction with the current status quo
M: Model for change, incl. leader’s vision of the future
P: Process in developing and implementing a plan
R: Resistance
 DISSATISFACTION
• The key for leadership practitioners is to increase
dissatisfaction (D) to the point where followers are
inclined to take action, but not so much that they decide to
leave the organization.
• To increase dissatisfaction, leaders can talk about
potential competitive, technology, or legal threats or
employee concerns about the status quo.
 MODEL

• Four components:
– Environmental scanning
– A vision
– Setting new goals to support the vision
– Identifying needed system changes
 PROCESS

• The P component is where the change initiative becomes

tangible and actionable because it consists of the
development and execution of the change plan.
 RESISTANCE

• The difference between initial expectations and reality can

be the source of considerable frustration.
• If not managed properly, it can spark resistance causing
followers to revert back to old behaviors and systems to
get things done.
Kubler-Ross Change Curve
 Motivation to Change
• People inherently do not resist change. They do strongly
resist being changed. Don’t try to implement change
yourself; motivate others to change themselves.

• Create dissatisfaction with the status quo.

If people see a better possible state and a feasible path
to achieve it, they will become dissatisfied with their
present one.
TRANSITION: The Human Side of Change
Transition: The Human Side of Change
STAGES OF TRANSITION
 Reactions to Transitions

NEW BEGINNING
Excitement

Energy
ENDINGS
Denial Hope
Anger
Impatience
Fear Neutral Zone
Shock Acceptance

Frustration Skepticism
Confusion Time
Creativity
Stress
 Phase I: Endings
• Traditional behaviors must end in order to adopt new
ones.
• The Four Ds of Enddddings
– Disengagement
– Disidentification
– Disenchantment
– Disorientation
 Phase I: Endings
As an individual yourself…
• Step back and look
at the big picture
• Consider what you
will have to let go of
• Allow yourself to go through
mourning
As a leader…
• Mark endings with an event or
action
• Acknowledge individual resistance
or loss
• Talk about future opportunities
• Summarize the past with its
accomplishments – attempt to
create a sense of closure
 Phase II: Neutral Zone

“It’s like being between trapezes.”

 Quotable
“It is not so much that we are afraid of change or so
in love with the old ways, but it’s that place in
between that we fear . . . It’s like being caught
between trapezes. It’s Linus when his blanket is in
the dryer. There’s nothing to hold on to.”
– Marilyn Ferguson
 Phase II: Neutral Zone
As an individual yourself… As a leader…
• Recognize phase symptoms • Recognize and allow phase
(confusion, contradicting feelings) symptoms in others
in self • Continue to celebrate the value of
• Take retreat to identify realistic the past
goals based on ability and and future
resources • Allow individuals to
• Set some realistic, short-term goals learn from mistakes
• Provide opportunities
for creative ideas to emerge from
staff
 Phase III: New Beginnings
• Readiness to embrace new behaviors and
experiences.
• The Four Ps of New Beginnings
– Purpose
– Picture
– Plan
– Part
 Phase III: New Beginnings
As an individual yourself… As a leader…
• Start doing things differently— • Follow the Four Ps
everywhere • Practice integrity.
• Challenge nay-sayers with, “Why Walk your talk!
not?” • Celebrate the successes including
• Creatively look at issues and the small tasks
problems
 Net Effect of Change
• Change, even positive, is stressful
• Stress Index
• Quantity and pace
• Assess the net effect of change
• Mitigate the effects where possible
 Managing Change
1. Establish a sense of urgency
– Create a guiding team or coalition
– Put together a group with enough power to lead the change
2. Get the group to work together as a team
3. Develop a vision and strategies
– Create a vision that is greater than what we are today
– Develop strategies for achieving that vision
 Managing Change

4. Communicate the change vision

– Use every vehicle possible to constantly communicate the new
vision and strategies
– Have the guiding team role model the behavior expected of
employees
 Managing Change

5. Put in place empowered broad-based action

– Institute learning (action learning teams)
– Remove or change systems or structures that undermine the
change vision
– Reward risk-taking and non-traditional ideas, activities, and
actions
 Managing Change

6. Generate short term wins

– Require measurable daily, weekly goals and plans of action
– Reward the success of those goals and plans of action
 Managing Change

7. Consolidate gains and produce more change

– Take credible successes and use them to change incredibly
entrenched systems, structures, and policies that don’t fit the
new vision
– Hire, promote and develop people who can implement the
change vision
 Managing Change

8. Anchor successes into the culture

– Articulate the connection between behaviors and organizational
success
– Develop education to ensure leadership development and
succession
 Reference:
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2006).
Leadership: Enhancing the lessons of experience.
Leadership and change. (5th ed.). New York, NY:
McGraw-Hill.