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Module 4:

Module 4:. Promoting Change and Encouraging Adaptability. Agenda for Module 4. Open Systems Model. Assumptions and Goals Paradoxes Competencies. Open Systems Model Assumptions and Goals. Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture.

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Module 4:

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  1. Module 4: Promoting Change and Encouraging Adaptability Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  2. Agenda for Module 4 Open Systems Model • Assumptions and Goals • Paradoxes • Competencies Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  3. Open Systems Model Assumptions and Goals • Criteria of effectiveness • Means-ends theory • Action imperative • Emphasis • Culture • Adaptability, change • Adaptation and innovation lead to acquiring external resources • Create • Political adaptation, creative problem solving, change management • Adhocracy Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  4. Paradoxesof Creating People yearn for and also distrust power New innovations often depend on old habits The harder we try to make changes, the more resistance we encounter Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  5. Create Core Competencies Using Power Ethically and Effectively Championing and Selling New Ideas Fueling and Fostering Innovation Negotiating Agreementand Commitment Implementing and Sustaining Change Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  6. Managers who focus on open systems … build powerful networks and use influence in ethical ways know their audience as well as their own purpose when communicating ideas accept failure as a path to innovation seek to find win-win outcomes consider the concerns of individuals when planning and implementing change Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  7. Primary Tensions FLEXIBILITY INTERNAL FOCUS EXTERNAL FOCUS STABILITY Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  8. Using Power Ethically and Effectively Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  9. Leadership Over- bearing Leaders Great Leaders Weak Leaders Ignore noncompliance Give in to demands of subordinates Make excuses Inspirecommitment Respect the concerns of subordinates Take responsibility Coerce compliance Expect blind obedience from subordinates Blame others Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  10. Sources of Power (Albrecht, 2006) Position Opportunity Wealth Expertise Relationships Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  11. “Lifting” Your Network Be purpose-centered Be internally directed Be other-focused Be externally open Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  12. Influence Strategies & Tactics • Position, Opportunity, & Wealth • Legitimate authority • Upward appeal • Co-optation • Bargaining • Pressure • Relationships • Inspirational appeal • Personal appeal • Ingratiation • Coalition formation • Expertise • Rational persuasion Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  13. Influencing Up, Down, and Sideways Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th editionModule 4: Promoting Change and Encouraging Adaptability

  14. Championing and Selling New Ideas Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  15. CVF for Managerial Communication RELATIONAL MESSAGES BUILD TRUST TRANSFORMATIONAL MESSAGES STIMULATE CHANGE INFORMATIONAL MESSAGES PROVIDE FACTS PROMOTIONAL MESSAGES DIRECT ACTION Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  16. SSSAP for Effective Presentations Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th editionModule 4: Promoting Change and Encouraging Adaptability

  17. Managerial Sequence Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th editionModule 4: Promoting Change and Encouraging Adaptability

  18. Flow Structures for Presentations or Reports Chronological Physical Problem-solution Issues-actions Case study Argument/fallacy Features/benefits Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th editionModule 4: Promoting Change and Encouraging Adaptability

  19. Fueling and Fostering Innovation Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  20. Connecting Creative and Critical Thinking Creative thinking Critical thinking Mathematical and logical thinking processes Brainstorming, Free association, etc. One question One answer Numerous possibilities Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  21. Innovation as a Habit “… there’s a process that generates creativity, and you can learn it. And you can make it habitual.” (Twyla Tharp, 2003) Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  22. Barriers to Creative Thinking • Resistance to change • Fear of mistakes or of failure • Intolerance of ambiguity • Judging, rather than generating, ideas • Inability to relax to let things incubate • Excessive self criticism • Fear of looking foolish • Wanting to give the expected answer • Stereotyping and limiting possibilities to what we “know” • Lack of, or incorrect, information Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  23. Nominal Group Technique First: Agree on the problem definition! Brainstorm to generate new ideas Discuss ideas as a group Use systematic voting to choose among ideas Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  24. Negotiating Agreement and Commitment Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  25. Conditions for Dialogue Mutual Purpose Mutual Meaning Mutual Respect Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  26. Getting to Yes (Fisher & Ury, 2002) • Separate the people from the problem • Focus on interests, not positions • Generate a variety of possibilities before deciding what to do • Insist that results be based on some objective standard NO NO YES YES Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  27. Win-Win solutions dovetail the needs of the negotiating parties Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  28. Implementing and Sustaining Change Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  29. Lewin’s Force Field Analysis Forces For Change Forces Resisting Change Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  30. Designing Transformational Change (Bradford and Cohen, 1984) Create a shared vision of the future Share responsibility and ownershipfor achieving the vision Focus on developing the capacity of people to perform at their best Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

  31. Strategies for Implementing Change Participative Transformational Forcing Telling Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 4: Promoting Change and Encouraging Adaptability

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