Leadership & Management
Reading for Lesson 8:
Change and Development
Lesson 8
Reading Objectives
1. The student will comprehend the concept of
organizational change and explain the forces for
change.
2. The student will comprehend the sequence of four
change activities that must be performed in order for
change to be successful.
3. The student will comprehend techniques managers can
use to facilitate the initiation of change in organizations
including idea champions and new-venture teams.
Lesson 8
Reading Objectives
4. The student will comprehend sources of resistance to
change.
5. The student will comprehend force field analysis and
other implementation tactics that can be used to
overcome resistance to change.
6. The student will comprehend the differences between
transactional, charismatic, and transformational
leaders.
7. The student will comprehend which leadership style is
best suited to lead organizational change.
Lesson 8
Discussion Objectives
1. The student will comprehend techniques
managers can use to facilitate the initiation of
change in organizations including idea
champions and new-venture teams.
2. The student will comprehend sources of
resistance to change.
3. The student will comprehend which leadership
style is best suited to lead organizational
change.
Concept of Organizational Change
 Defined
as adoption of a new idea or
behavior by an organization.
 Organizations need to continuously adapt
to new situations if they are to survive and
prosper

By observing external trends, patterns and
needs, managers use planned changed to
help organization adapt to external problems
and opportunities.
Forces for Change
 Forces
may exist in the external
environment or within the organization.
 Environmental forces include:
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Customers
Competitors
Technology
Economic
International arena
Forces for Change
 Internal
forces for change arise from
internal activities and decisions by:

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Management
Employees
Labor unions
Production inefficiencies
Change Activities Sequence
 Internal
and external forces for change
exist
 Organization managers monitor these
forces and become aware of a need to
change
 Perceived need triggers initiation of
change
 Change is then implemented
Initiating Change

Develop ideas that solve perceived and
communicated needs
 Responses may include:

Search for a change to adopt
• Process of learning about current developments inside or
outside the organization to meet perceived need for change
• Search typically uncovers existing knowledge that can be
applied or adopted within organization

Create a change to adopt
Initiating Change (Cont.)


Creativity is defined as the generation of novel ideas to meet
perceived problems.
Creative individuals develop ideas that can be adopted by the
organization and are often known for:
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Originality
Curiosity
Open-mindedness
Focused approach to problem solving
Persistence
Relaxed and playful attitude
Receptiveness to new ideas.
Initiating Change (Cont.)
 Creative

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organizational conditions include:
Open channels of communication
Assignment of non-specialists to problems
Decentralization
Freedom to choose problems
Resources allocated to creative personnel
without immediate payoff.
Idea Champions and
New-Venture Teams

Idea champion. A person who sees the need for,
and champions, productive change within the
organization.


New ideas must be carried forward for acceptance
and implementation.
Four roles in organizational change:

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Inventor
Champion
Sponsor
Critic
Idea Champions and
New-Venture Teams

New-Venture Team is a unit separate from the
rest of the organization - develops and initiates
innovations.
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
Team typically small, loosely structured and organic
Free of organizational rules, procedures and
bureaucracy
New-Venture Fund provides resources from
which individuals and groups draw to develop
new ideas, products or businesses.
Resistance to Change

Employees resist change due to:
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Self-interest—believe will lose something of value
Lack of understanding and trust—do not understand
intended purpose or distrust management
Uncertainty—lack information; fear of unknown
Different assessments and goals—employees may
assess proposed change differently
Strategies for Overcoming
Resistance
 Two


approaches:
Analysis of resistance through the Force Field
technique
Use of selective implementation tactics to
overcome resistance
Strategies for Overcoming
Resistance (Cont.)
 Force

Field Analysis:
Change is a result of competition between
driving and restraining forces
• Some forces drive it while others resist

Selectively removing the restraining forces
enables driving force to implement the
innovation
Strategies for Overcoming
Resistance (Cont.)

Implementation tactics:

Communication and education
• Used when solid information is needed by those resisting
change, i.e., new technology or idea

Participation
• Involves potential resisters in designing change
• Time consuming but pays off in user commitment
• Helps managers determine potential problems and
differences in perceptions among employees
Strategies for Overcoming
Resistance (Cont.)

Implementation tactics:

Negotiation
• Formal bargaining to win acceptance and approval of change

Coercion
• Formal power is applied to force employees to change.
Resisters told to accept or lose job

Top management support
• Visible support symbolizes importance of the change
• Without this support change will probably not happen
Change – An Approach

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Define the need
Form a coalition of Managers
Create the vision
Communicate need and vision to subordinates
Empower subordinates
- Remove barriers
- Change systems
- Encourage risk-taking
Demonstrate visible evidence of change
Consolidate improvements
Demonstrate relationship btwn new behavior & success
Leadership Differences

Three types of leadership—transactional,
charismatic and transformational
 Transactional leaders:
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Clarify the role and task requirements of subordinates
Initiate structure
Provide appropriate rewards
Try to meet the social needs of subordinates
Leadership Differences (Cont.)
 Transactional
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leaders:
Excel at management functions
Are hardworking
Are tolerant
Are fair-minded
Stress plans, schedules and budgets
Leadership Differences (Cont.)
 Charismatic

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Leaders:
Inspire/motivate people to do more, despite
obstacles and personal sacrifice
State a vision of an imagined future with
which employees identify
Shape a corporate value system for which
everyone stands
Trust subordinates and earn their complete
trust in return
Charismatic Leaders

Mother Teresa & Martin Luther King
- inspire positive outcomes for entire group
- use enthusiasm & vision to motivate
- group more important than personal need

Adolf Hitler & Charles Manson
- motivated by self-serving purposes
- use fear & intimidation to motivate
- personal need more important than group
Leadership Differences

Transformational Leaders:
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Bring about innovation and create significant change
in followers and organization
Lead changes in the organization's mission, structure,
and human resource management
Focus on intangible qualities
• Vision, shared values, ideas to build relationships

Provide common ground to enlist followers in
changes.
Which Leadership Style?

Which suits YOU best?
 Which is most effective for YOU?
 Which most closely aligns with your strengths?
 Which most closely aligns with your beliefs?
 Is it situational?
 Is a combination best?
Self-Assessment
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Realism vs. Idealism
Introvert vs. Extrovert
Skepticism (has its unique value)
Stoicism (Epictetus; VADM James B. Stockdale)
MOH: identifying urgent need & taking action
No singular approach is appropriate ALL THE
TIME!!!
Combination is best for most people
Application is highly situational…
Self-Assessment (Cont.)
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What matters to you?
What is best for a given situation?
Who decides?

Once you determine the answers to these foundational questions –
all future can be addressed efficiently and effectively. In effect, the
questions have already been answered…

If these questions remain unanswered, you will struggle with the
simplest of issues and will not be able to make decisions. You will
remain on the “horns of a dilemma”…

Situational…it depends!
However…
 This
is a foundation
 We are young…with much to learn
 This foundation is a living document that
will mature with experience
 Your foundation should apply to the
majority of situations you will encounter
but…it depends!
Self-Assessment (Cont.)
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Take the “test” on page 159…
www.keirsey.com
Myers-Briggs Type Indicator
Strengths Finder 2.0
Strength Development Inventory
Counseling and Psychological Services (CAPS)
Don’t Worry…Be Happy!

Things over which YOU have control
 Things over which you DO NOT have control
Observe, evaluate, assess…anticipate!
 Generate solutions within your sphere of
influence…expand your sphere!
 Make adjustments to meet the situation…

Pick Your Battles!
 Be
very selective
 What is the risk?
 What are the consequences? To Whom?
 Is it for the common good?
 Will this truly matter?
 Is it a matter of personal principle?
 What will you give up?
Questions?
???