TRANSFORMATION
LEADERSHIP
& the
CHANGE PROCESS
Dr Mark Manley
1
Transform?
Why?
The transformation process is well illustrated
around us.
Trees
Butterflies
Frogs
Birds and Reptiles
Our greatest transformation is mental.
©Dr Mark Manley
2
Six Cornerstones of the DCSF
1.
2.
3.
4.
Transformational Leadership
Citizen Transformation
Evidence based Knowledge and Innovation
Utilizing African Potential Skills and
Resources
5. Developing Capacity of capacity Developers
6. Integrated Planning and Implementation for
Results
Dr Mark Manley
3
CD process
Contextual factors beyond influence
Capacity development results
Internal
resources
Capacity of
organizations/
sectors
Outputs
Sector vision
Outcomes
Impact
CD
processes
External
support
Contextual factors and actors within influence
11
4
Three key elements for successful CD
Change
readiness is
the starting
point – not
“what needs to
be done”
Credible
change
process
Enabling
situation
Appealing
vision
5
The change formula
C = V + D + P + CNS
CHANGE , in any situation, will happen only
when there is a compelling VISION of the
future, DISSATISFACTION with the present
situation has been created, a PROCESS to
effectively achieve the vision is made
available and CLEAR NEXT STEPS are
captured
A Change Management Process must address these factors at every step of the
change journey
THEORETICAL BACKGROUND: Models Of Change
Kotter describes an eight step
process at creating major change
Need
Establishing a Sense of Urgency
Creating the Guiding Coalition
Direction
Developing a Vision and Strategy
Communicating the Change Vision
Enable
BuyIn/Energy
Empowering Others to Act
Creating Short-Term Wins
Momentum
Leadership
/Teamwork
Motivate
Consolidating Gains and Producing Even More
Change
Institutionalising New Approaches in the Culture
Embed
UNDP CD and the Change Management
Process
• Stakeholder analysis
• Consolidating gains to produce
more change
• Anchoring new approaches
• Short term wins
• Empowering broad based
action & manage resistance
• Anchoring new approaches
• Communication
• Case for change
• Change readiness
• Change vision, budget and
plan
• Creating infrastructure &
capacity for change
THEORETICAL BACKGROUND: Models Of Change
The Kurt Lewin model for organisational change
consists of three distinctive steps
STEP 1: Unfreezing
(Creating motivation and readiness
to change)
• Acknowledge feelings and
empathise
• Give people as much information
about the change as possible
• Say what will not change
STEP 2: Change and
movement
(Guiding through the transition)
• Provide focus and direction
• Strengthen people’s connections
to one another
• Open two way communication
• Provide the individual with a
• Treat the past with respect
specific role in the change
• Help others see the gap
process
• Provide leadership and tenacity
STEP 3: Re-freezing
(Integrating the new point of view)
• Implement quick requests and
highlight successes
• Ensure the individuals and leaders
reinforce the new behaviour
• Build feedback mechanisms
• Celebrate
Introduction
Growth is demanded of us if we are to be excellent
We all resist change – WE LOVE OUR SYSTEMS
Growth is impossible without change
New Paradigms are impossible
without Transformation
Dr Mark Manley
10
Overview
•
•
•
•
•
•
•
•
•
Why Transform
The Leadership Component
The Leadership Focus
Maximising Impact for Transformation
Change and Transformation Process
Personal Phases of Change
Paradigms
Identification of Needed Change
Applications
Dr Mark Manley
11
Change Starts Where?
Thinking is the hardest work there is,
which is probably the reason why so
few engage in it.
Ford
Dr Mark Manley
12
Transformations over a Generation
•
•
•
•
1950s Production and Invention
1960s New wind of Change & Independence
1969 The new generation - Love & Silicon
1979 Information age
– Anyone for an Apple?
•
•
•
•
1980 Bill says …nah!
1990s Knowledge
2000s Linking systems & people
Dr Mark
2010s Funny money
&Manley
Nannies rebels
13
Faster, Better, More..
• Productivity
– Enough calories produced to feed 150% of world
population
– Farming Population Shrinking (from 11.2% to 2%)
– Land being farmed shrinking (from 83 million
acres to 72 million)
– Productivity up from 3 billion bushels to 9 billion
• Globalization
– Indian Jaguars and the Colonel’s recipe for
everyone from Bangor to Bangkok
Dr Mark Manley
14
The Future is so bright I gotta wear shades
• Communication with no strings attached
– Wi FI
– Cell Phones
– 3G
• Social Networking, speed dating & defriending
–
–
–
–
–
Twitter
Facebook
You Tube
Blogs
BBM
• Technology???? Dr Mark Manley
15
And the point is…?
Just because everything is
different doesn't mean
anything has
changed. ~Irene Peter
Dr Mark Manley
16
And yet the priorities are…
Global Priority $U.S. Billions
• Cosmetics in the United States 8
• Ice cream in Europe 11
• Perfumes in Europe and the United States 12
• Pet foods in Europe and the United States 17
• Business entertainment in Japan 35
• Cigarettes in Europe 50
• Alcoholic drinks in Europe 105
• Narcotics (illegal) drugs in the world 400
• Military spending in the world 780.
Dr Mark Manley
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Look how far we’ve come
• Half of the world’s population (3 billion)
live on less than $2.00 a day.
• The GDP (Gross Domestic Product) of the
poorest 48 nations (of the world's
countries) is less than the combined
wealth of the world's 3 richest people.
21st Century Poverty Facts and Stats
adapted from: http://www.globalissues.org/TradeRelated/Facts.asp
Dr Mark Manley
18
Do we know who we are?
• From 1999-2010, less than 1% of the world's
yearly weapon sales was needed to put every
child into school. It didn't happen.
• In the 21st Century 1 billion unable to read a
book, or sign their names.
• 30 000 children die a day, due to poverty,
which is a staggering 11 million a year.
Dr Mark Manley
19
The Leadership Component
• Leaders bring change
• If a “leader” is not changing things,
s/he is just a maintenance authority
Dr Mark Manley
20
High People Impact
HR Manager
Engagement
Leader
Country Club
Manager
Future Change
Predictable Systems
Pastor
Compromised
Authority
Technical
Specialist
Innovator
Maintenance
Manager
Thought Leader
High Task Impact
©Dr Mark Manley
21
Leadership Focus
.
4% Conceptual
16%
Human
80%
Technical
80%
16%
4%
Low Level
Leadership
Middle Level
Leadership
Dr Mark Manley
Top Level
Leadership
22
Small group exercise
1. Rate your orientation and devotion to
sustaining Predictable Systems (%)
2. Rate your orientation and devotion to
Future Change (%)
3. Rate your orientation and devotion to
Impacting People (%)
4. Rate your orientation and devotion to
Impacting the Tasks at hand (%)
5. Is your devotion well placed to serve
the interests of CD?
Dr Mark Manley
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Action for Success
High
I
MaxAct
Dream
W
a
n
t
it
Low
Irrelevant
Boredom
Low
High
I Can Do It
©Mark Manley
24
Power to Succeed
High
Unrecognised
Master
MaxPower
Internal
(Social)
Power
Low
Weakling
Position
Low
High
External (Positional) Power
©Mark Manley
25
Max Life/Career Effectiveness
High
C
o
m
p
e
t
e
n
c
e Low
Able Stranger/
Undiscovered
Star
Maximized
Career
Untrustworthy
Incompetent
Positional
Crony
Low
High
Favour
©Mark Manley
26
IMPACT for Successful Change
High
A
C
T
I
O
N
Low
MaxImpact
Burnout
Giving
Up
Release
Low
High
I N F L U E N C E
©Mark Manley
27
Changing the World
To change the World
We must change what we do
To change what we do
We must change what we think
•Change your THINKING
•To Change your ACTION
•To Change your WORLD
©Mark Manley
28
Individual Exercise
1. Do you have the internal power to
advance CD?
2. Do you have the external power to
advance CD?
3. Do you believe you can make a
difference in advancing CD?
4. Do you actually want to advance CD?
Dr Mark Manley
29
The Source of Action
Chosen Truth
Beliefs
Values
Attitude
Behaviour
©Mark Manley
Ethics/Rules for
Success/Culture
Behaviour Patterns
Incidents & Action
30
Integrity - Consistent, inside out
A person has integrity
when behaviour,
attitudes,
values and beliefs are
consistent.
An Integrated
Person
Beliefs
Values
Attitude
Behaviour
©Mark Manley
(from the Latin Integer)
31
INTEGRITY
- Generic to all Leaders
Do what you believe
Say what you believe
Consistency between belief,
values, attitudes and behaviour
Integration
Wholeness

Dr Mark Manley
32
How Do We Change
Inside out – Significant Emotional Experience
or
Outside in
S.E.E.
Adoption
Beliefs
Values
Attitude
Behaviour
©Mark Manley
Integration
Reinforcement/Repetition
Exposure
33
Reacting or Responding
• How do we respond instead of react?
• Feel - Think - Act
• If the answer is not there,
Feel (intuit)
Think (cognate)
Behave (act)
Dr Mark Manley
34
Truth to Action
• Thinking should engage our core belief.
• Shallow thinking = Superficial Action
(reaction)
• Inaccurate Truth = Inappropriate Behaviour
©Mark Manley
35
The Cycle of Response or Reaction
POSITIVE
S
I
T
U
A
T
I
O
N
THINK
FEEL
BEHAVE
Beliefs
Values
Attitude
NEGATIVE
©Mark Manley
36
What to Change?
• The foundation to capacity development
is ……..
• Understanding and perceiving in truth
yourself and the world
• Creating new values for success based
on CD
• Reinforcing the better way
Dr Mark Manley
37
Transformation Process
0.
Leadership Discontent
Process
Predictability
Individual
Response
Comfort
Decision
Opportunity
Disaster
Exposure
Miracle
1.
2.
3.
4.
Exposure
Reinforcement
Integration
Confirmation
Storm
Form
Norm
Perform
Denial
Resistance
Exploration
Commitment
Walk
P&E
AF
Stabilise
TB & D
L
Walk
P&E
AF
Stabilise
TB & D
L
©Mark Manley
38
Six Cornerstones of the DCSF
1.
2.
3.
4.
Transformational Leadership
Citizen Transformation
Evidence based Knowledge and Innovation
Utilizing African Potential Skills and
Resources
5. Developing Capacity of capacity Developers
6. Integrated Planning and Implementation for
Results
Dr Mark Manley
39
Change and Conformity
Why be different?
The comfort of predictability seduces us
away from the uncertainty of change.
It also seduces us away from progress,
excellence, growth, excitement and
opportunity.
Dr Mark Manley
40
BREAK
Dr Mark Manley
41