National Religious Broadcasters Leadership and Management Course

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National Religious BroadcastersLeadership and
Management Course

• Change Management
• Core Principles You Must Rigorously Practice When
  Implementing Small or Dramatic Changes in Your
  Organization
• Saturday, February 17, 2007
• 1030 AM 1200 PM
• R. Dale Lefever, Ph.D.
• Partner, The Andringa Group
• Ann Arbor, Michigan

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Leadership in theContext of ChangeThe
Ultimate Test
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Leadership

• The ability to translate ideas into reality and
  sustain them over time.
• -- Bennis

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From Machiavelli in the Prince . . .

• . . . There is nothing more difficult to take
  in hand, more perilous to conduct, or more
  uncertain in its success, than to take the lead
  in the introduction of a new order of things.
  Because the innovator has for enemies all those
  who have done well under the old conditions, and
  lukewarm defenders in those who may do well under
  the new. This coolness arises partly from the
  fear of opponents, who have the laws on their
  side, and partly from the incredulity of men, who
  do not readily believe in the new things until
  they have long experienced them.

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The Three Phases of Change
Phase I Recognizing the Need for Change
Intellectual Acceptance
Emotional Adjustments
Phase II Creating A New Vision
Framework for the Future
Environmental Assessment
Phase III Institutionalizing the Change
Definition of Criteria
Support for the Process
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Phase I (Disengagement)Recognizing theNeed
for Change
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The Three Phases of Change
Phase I Recognizing the Need for
Change (Disengagement)
Intellectual Acceptance
Impetus for Change
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The Three Phases of Change
Phase I Recognizing the Need the Change
(Disengagement)
Intellectual Acceptance
Impetus for Change Purpose of Change
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The Three Phases of Change
Phase I Recognizing the Need for
Change (Disengagement)
Intellectual Acceptance
Impetus for Change Purpose of Change Scope
of Change
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Dynamics of Organizational Change
Level of Learning Required
Culture
Strategy

Structure
Procedures
Skills
Years Months Weeks
Small Medium Large
Magnitude of Change Sought
Time to Adjust
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Primary Aspects of Change

• The real problem is not the organizational change
  itself, but the human changes that often
  accompany the organizational change.
• Organizational aspect refers to
• The making of a measurable modification in the
  physical routines of a persons work.

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Primary Aspects (continued)

• Human aspect refers to
• The way those affected by the proposed change
  think it will alter their established
  relationships in the organization.

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The Three Phases of Change
Phase I Recognizing the Need for
Change (Disengagement)
Emotional Adjustments
Feelings of Uncertainty
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The Three Phases of Change
Phase I Recognizing the Need for Change
(Disengagement)
Emotional Adjustments
Feelings of Uncertainty Sense of Loss
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The Three Phases of Change
Phase I Recognizing the Need for
Change (Disengagement)
Emotional Adjustments
Feelings of Uncertainty Sense of Loss
Threats to Competence
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The Three Phases of Change
Phase I Recognizing the Need for
Change (Disengagement)
Emotional Adjustments
Feelings of Uncertainty Sense of Loss
Threats to Competence Altered Relationships
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The Three Phases of Change
Phase I Recognizing the Need for Change
(Disengagement)
Emotional Adjustments
Feelings of Uncertainty Sense of Loss
Threats to Competence Altered Relationships
Lack of Involvement in Decisions
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A Cycle of Response to Change
Active
Acceptance
Anger
Bargaining
Testing
Stability
EMOTIONAL RESPONSE
Denial
Depression
Immobilization
Passive
TIME
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Axioms of the Change Process

• ? There is a reason why things operate the
• way they do
• ? The status quo is dynamic
• ? Someone is benefiting from what exists
• ? Change will place stress on someone or
• something
• ? The cost of change may outweigh the cost
• of leaving things alone

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Phase II (Disorientation)Creating A New Vision
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The Three Phases of Change
Phase II Creating A New Vision (Disorientation)
Framework for the Future
An Analysis of Current Reality
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The Three Phases of Change
Phase II Creating A New Vision (Disorientation)
Framework for the Future
An Analysis of Current Reality A Concept
of Preferred Future
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The Three Phases of Change
Phase II Creating A New Vision (Disorientation)
Framework for the Future
An Analysis of Current Reality A Concept
of Preferred Future A Confirmation of
Relative Advantage
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Creative TensionThe Integrating Principle in
Change
Vision (Preferred Reality) (Purpose) Status
Quo (Current Reality) (Analysis)
Facilitating
Restraining
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Characteristics of Successful Change

• ? Demonstrates relative advantage
• Better than the idea it supersedes
• ? Ensures compatibility
• Consistent with existing values and needs

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Successful Change (continued)

• ? Avoids complexity
• Simple to understand and use
• ? Promotes trialability
• Capable of experimentation on limited basis
• ? Provides observability
• Results are visible and communicated

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The Three Phases of Change
Phase II Creating A New Vision (Disorientation)
Environmental Assessment
Political Coalitions
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The Three Phases of Change
Phase II Creating A New Vision (Disorientation)
Environmental Assessment
Political Coalitions Economic Support
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The Three Phases of Change
Phase II Creating A New Vision (Disorientation)
Environmental Assessment
Political Coalitions Economic Support
Social Compatibility
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The Three Phases of Change
Phase II Creating A New Vision (Disorientation)
Environmental Assessment
Political Coalitions Economic Support
Social Compatibility Technical Capability
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Phase III (Re-engagement)Institutionalizingthe
Change
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Levels of Acceptance

• Compliance
• ? Gain favorable reaction
• ? Avoid conflict
• Identification
• ? Satisfying relationship
• ? Peer support

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Levels of Acceptance (continued)

• Internalization
• ? Intrinsic reward
• ? Compatible values

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The Three Phases of Change
Phase III Institutionalizing the
Change (Re-engagement)
Definition of Criteria
Adequate Knowledge
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The Three Phases of Change
Phase III Institutionalizing the
Change (Re-engagement)
Definition of Criteria
Adequate Knowledge Consistent Performance
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The Three Phases of Change
Phase III Institutionalizing the
Change (Re-engagement)
Definition of Criteria
Adequate Knowledge Consistent Performance
Personal Preference
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The Three Phases of Change
Phase III Institutionalizing the
Change (Re-engagement)
Definition of Criteria
Adequate Knowledge Consistent Performance
Personal Preference Organizational
Consensus
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The Three Phases of Change
Phase III Institutionalizing the
Change (Re-engagement)
Support for the Process
Commitment to Education
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The Three Phases of Change
Phase III Institutionalizing the
Change (Re-engagement)
Support for the Process
Commitment to Education Willingness to
Confront
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The Three Phases of Change
Phase III Institutionalizing the
Change (Re-engagement)
Support for the Process
Commitment to Education Willingness to
Confront Alignment of Resources
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The Three Phases of Change
Phase III Institutionalizing the
Change (Re-engagement)
Support for the Process
Commitment to Education Willingness to
Confront Alignment of Resources
Measurement/Feedback of Results
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SummaryThe Concept ofMotivational Faith
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The Components of Motivational Faith (Social
Capital)
Faith In
The Fairness . . .
The Ability . . .
Of Organi- zational Leaders
Of the Organi- zation
Of Other Staff
Of Oneself (I Can Contribute)
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Contact InformationR. Dale Lefever,
Ph.D.Management Consultant1246 Laurel View
DriveAnn Arbor, Michigan 48105Telephone
734.615.2688Fax [phone]Email
dlefever_at_umich.edu
rdl