Organizational Change Stefanos Gialamas, Ph.D.

1. Organizational Change Stefanos Gialamas, Ph.D.

2. Not much happens without a dream. And for something great to happen, there must be a great dream. Behind every great achievement is a dreamer of great dreams. Much more than a dreamer is required to bring it to reality; but the dream must be there first. ---Robert Greenleaf, Servant Leadership---

3. The 3i D Model3-way influence Dynamic Model of Leadership • The 3i Dynamic Model of Leadership posits that there is a dynamic, 3-way influence, between the Leader, the Environment, and the Organization

4. 3iDynamic Model of Leadership(Hilentzaris & Gialamas) LEADER influence influence FOLLOWERS ENVIRONMENT influence

5. LEADER Leadership Philosophy Leadership as a Partnership with Bounded Flexibility (Gialamas, Hilentzaris, Cherif 2005, leadership Journal 2005) Vision

6. What makes up the leader? • Traits • Needs • Behaviors • Expertise • Knowledge • Associate influence • Effects from the Environment • Effects from Followers • Experiences

7. What makes up the Environment? • Organization culture, structure, mission, vision • Economic setting • Social setting • Political setting • Legal setting • Current trends • Technology • Information • Competition

8. What makes up the followers? • Traits • Needs • Perceptions- what can they ask for? • Role model alliances • Aspirations for future behaviors • Effects from environment • Effects from associates • Effects from leadership • Experiences • Expertise • Knowledge

9. The Leader and the Vision • The leader in order to lead, has to first “dream”, establish the vision, know where he/she wants to go • The leader after establishing the vision, needs to be continuously scanning the environment and the followers, to sense, understand and decide which strategies will be more effective in moving the organization in the right direction, towards the vision

10. VISION LEADER STRATEGY FOLLOWERS ENVIRONMENT

11. Understanding the status quo Set of routines= comfort zones/baseline behaviorsSet of routines =organizational culture • Set of routines are our comfort zone/baseline behavior- at the personal level • Set of routines are the organization’s culture- at the organizational level

12. How our comfort zones are perpetuated into baseline behavior Current Comfort Zone Encounter New data Confirming Data Baseline Behavior Comfortable routines allow us not to test everything we do all the time, but also constrain us and inhibit our thinking about trying new things

13. How most people deal with dis-confirming data Hurt Or Pain Deny Distort Discount Ignore Current Comfort Zone Dis- Confirming Data New Data Baseline Behavior Dis-confirming data is a challenge to our self-concept because it says that what we used to do doesn’t work anymore Takes us out of our comfort zone It can be scary, threatening, intimidating

14. The General change processJames G. Clawson, Darden Graduate School of Business, University of Virginia Confirmation New Baseline Behavior Experiment New Data Dis-confirming data Change From baseline Search for alternatives Deny Distort Discount Ignore Hurt Or Pain Enthusiasm Engagement Learning Current Comfort Zone Dis- Confirming Data New Baseline Behavior New Data

15. The role of outside help(leader, consultant, friend) in managing change • Assessing and presenting the dis-confirming data • Assistance in identifying alternatives • Interpreting the data I

16. Where Leaders (L) Can Affect the Change ProcessJames G. Clawson, Darden Graduate School of Business, University of Virginia Confirmation New Baseline Behavior L If you understand this process, you can have a great impact on change ! ! ! Experiment New Data Dis-confirming data Change From baseline L Search for alternatives Deny Distort Discount Ignore Hurt Or Pain L L L Enthusiasm Engagement Learning L Current Comfort Zone Dis- Confirming Data New Data Baseline Behavior

17. Leading the change processand managing change steps • Given the possible points of leader influence in the change process, and that the leader has established the vision, we can list certain steps in managing change • Identifying what needs to be changed (knowing the dis-confirming data) • Building a team that will lead the change • Designing and managing change experiments • Recognizing progress towards the vision and reinforcing effective behavior

18. Roles in the change process • Change Leader- initiates change • Change Agent- actually causes change • Change Manager-day-to-day responsibility • Change Model-exemplifies change • Changee- person who is being asked to change

19. TYPICAL CHANGE CYCLE New Baseline Complacency Turbulence Resistance Small Wins Consolidation

20. The four P’s of change • Purpose Mission why we are here • Picture Vision where do we want to go • Plan Strategy how are we going to get there • Part Employee what is my role in achieving the vision

21. The MIT change management skill set • Persuasive communication • Participation • Use of expectations • Role modeling • Using extrinsic rewards • Making structural and organizational changes • Coercing • The MIT team also argues that efforts fail because we fail to see resistance to change-instead of enforcing one view why we are changing as an organization, allow and encourage diverse perceptions to change…

22. John Kotter’s Model of ChangeHarvard School of Business • Create a sense of urgency • Create a guiding coalition • Create a clear vision and strategy • Overcommunicate • Reorganize to remove barriers to change • Celebrate short-term wins • Consolidate little wins into initiatives • Incorporate changes into the culture

23. It’s not the critic who counts. It’s not the man who points where the grown man stumbles, or how the doer of deeds could have done them better. The credit belongs to the man who actually is in the arena, who strives violently, who errs and comes up short again and again, who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause, who if he wins knows the triumph of high achievement, but who if he fails, fails while daring greatly, so his place will never be with those cold and timid souls who know neither victory nor defeat. -----Theodore Roosevelt, 26th President of the United States--- EXCELLENCE IS A JOURNEY NOT A DESTINATION