Level Three Leadership 3rd Edition

1. Level Three Leadership3rd Edition PowerPoint Lecture Notes James G. Clawson

2. Chapter 16 Introduction Leadership is about change: if you are not championing change, you are not leading Effective leaders employ an effective change process; ineffective leaders find that their efforts to bring about change often fail Eight basic reasons for this failure: (ala Kotter) too much complacency failure to build a guiding coalition underestimating the power of vision under-communication of the vision failure to create short-term wins declaring victory too soon neglecting to anchor new changes in the organization�s culture

3. General Model of Change Baseline behavior: comfortable routine of behaviors engaged in by people and organizations Confirming data: feedback from the outside world which confirms the efficacy of baseline behavior. Strengthens self-concept Disconfirming data: feedback (profit reports, establishment of a new competitor, feedback from a spouse or peer) which indicates that baseline behavior is no longer effective and change is called for. A challenge to self-concept

4. Possible reactions to disconfirming data: Enthusiasm: opportunity for learning and growth. Exploration of new alternatives leads to new data, which will itself be confirming or disconfirming. Confirming data will set a new baseline\ Hurt/pain: leads to distorting, ignoring, or discounting the data, and returning to the old baseline behavior

5. The Role of Leadership Help in Managing Change Outside help can greatly assist a person or organization in: Recognizing disconfirming data for what it is, and viewing it less defensively Identification of alternative courses of action Interpretation, without defensiveness, of the data from the new experiment

6. Classic Change Models Three-step process (Lewin): Unfreezing Transformation Refreezing (or, more recently, �gelling,� to allow greater capability for future change) Beer�s Model: Change = Dissatisfaction with status quo ? clarity of the model for change ? strength of the change process (when that process exceeds the cost of making the change) Leavitt: Effective leaders should create problems for employees so that they see the need for change

8. Roles In The Change Process Change Leader. Someone who initiates the change process, through inspiration or decision-making Change Agent. The person who actually causes the change to begin. May be the change leader; may be someone responding to the change leader�s initiative Change Manager. The person with day-to-day responsibility for overseeing change; must report on progress to change leader; must influence others in order to make change happen Change Model. A person who exemplifies the change effort. If this person is not the change leader, the change effort will be greatly undermined Changee. The recipient.

9. RESPONSES TO CHANGE People experiencing change often go through a series of steps, similar to the steps terminally-ill patients experience: (adapted from Kubler-Ross) Denial. Some people never get past denial, which can be exhibited in several forms: Denying the credibility of the messenger Denying the content of the message Denying the relevance of the message Denying own ability to do anything about it

10. Anger. May be directed not at the source of the need for change (ex: the competition) but at other targets (ex: one�s employers) Bargaining. An attempt to negotiate one�s way out of changing, in the hopes that other, superficial measures will lead to confirming data again Despair. A psychologically necessary stage of grieving for the old way of doing things before moving on. Best kept brief Experimentation. The gradual search for new solutions Integration. New assumptions and principles gradually take the place of the old ones. A subtle process, often not noticed; calling attention to this process and celebrating it are important

11. Levels in Change Change can be seen as Level One, Two or Three (the three levels defined in Chapter 4). Effective leaders target change at Level Three. An eight-step Level Three change process (Kotter): Establish a sense of urgency Create a guiding, powerful coalition Develop a clear and powerful vision and strategy Communicate the change vision at every point possible Redesign the organization to remove obstacles to change Find short-term successes to celebrate Consolidate short-term wins into new change initiatives Ensure that changes are incorporated into underlying organizational culture

12. THE MIT MODEL Major change efforts progress through four phases: Traditional Phase. Organization coming to terms with disconfirming data Exploratory Phase. Searching for new approaches Generative Phase. New approaches generate key pieces of the change effort, become the source of energy for change Internalization Phase. New processes become ingrained and �natural�

13. The seven Change Management Skill Sets: Persuasive communication Participation Use of expectations Role modeling Extrinsic rewards Structural and organizational changes Coercion Coercion, according to this book, is not leadership; MIT Model argues it is sometimes necessary to bring about eventual acceptance of the �right� way of doing things; nonetheless, danger it may be used as a crutch.