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Jim ClawsonDarden Graduate School of Business
University of Virginia
LEADING CHANGE
1
Can People Change?
(c) James G. Clawson2
If so, will they?
If so, how?
Levels of Human ActivityLevels of Human Activity
1. Visible Behavior
2. Conscious Thought
3. VABEs (values, assumptions, beliefs, and expectations)
HABITUAL?
3
The Leadership Point of View
(c) James G. Clawson4
1. Do you SEE what needs to be done?
2. Do you UNDERSTAND ALL of the forces at play?
3. Do you have the COURAGE to act to make things better? (Inside-out)
Key Leadership Initiatives
(c) James G. Clawson5
LEADER
STRATEGY
ORGANI-ZATION
RELATION-SHIPS
Strategic ThinkingDeveloping Influence
Design
Commitment
CommittedOr Mercenary LEADIN
G CHANGE
Leading Strategic Change
(c) James G. Clawson6
Back-groundFactors
Org’nDesign
Decisions
RESULTSEfficiencyLearning
Employee Customer
/Financials
LeadershipPhilosophy
OrganizationCulture
The Importance of Organizational Culture
(c) James G. Clawson7
“Culture eats strategy for breakfast.” Sign hanging in the Ford Motor Company’s Organizational Change War Room
“Culture isn’t just one aspect of the game—it is the game.” Louis V. Gerstner Jr., former CEO of IBM, Business Week, 2/12/07, p. 73)
Drop Down Menus for Design Decisions
(c) James G. Clawson8
Organizational Systems
Accounting
Information
Finance
Forecasting
Sales & Marketing
Human Resource
etc.
LeadershipPhilosophy
OrganizationalDesign
Decisions
OrganizationCulture
Drop Down Menus for Design Decisions
(c) James G. Clawson9
Learning Systems
Pfeffer’s HRM as Competitive Pfeffer’s HRM as Competitive AdvantageAdvantage
SecuritySecurity
HiringHiring
TeamsTeams
High High WagesWages
TrainingTraining
EgalitarianEgalitarian
Share Share DataData
Reward Systems
HIRING WORK DESIGN APPRAISAL
DEVELOP-MENT
REWARDS
LeadershipPhilosophy
OrganizationalDesign
Decisions
Outplacement
OrganizationCulture
Human Resources Processes(adapted from Tichy et al)
(c) James G. Clawson10
Creativity, Diversity, Energy?
SelectionWorkDesign
Appraisal
Reward
Learning
Outplacement
Socialization
Study of New General ManagersJack Gabarro, HBS, HBR
(c) James G. Clawson11
12 in USA12 in EuropeFrom withinFrom withoutInto situations needing changeInto situations not needing changeWhat was the level of significant
organizational change introduced?
(c) James G. Clawson12
TAKING CHARGEN
umbe
r of
Sig
nifi
cant
Cha
nges
Adapted from Jack Gabarro, Dynamics of Taking Charge, HBS Press
Time in Months
0 12 18 24 30 366
Taking Charge
(c) James G. Clawson13
• Taking Hold: picking the low hanging fruit
• Immersion: learning what else to do
• Reshaping: major change efforts
• Consolidation: settling in
• Refinement: fine tuning
The Dynamics of Taking Charge, Jack Gabarro, Harvard Business Review, May-June 1985
Leading Strategic Change Requires . . . .
(c) James G. Clawson14
1. Vision (What do you see?)2. Understanding (Rigorous analysis)3. Courage (to initiate action)4. THE “LEADERSHIP POINT OF
VIEW”
Intelligence
Intellectual Intelligence (IQ)
(c) James G. Clawson15
Genetically endowedEnvironmentally EncouragedFocus of Most School WorkProcessing Power CuriosityDiscipline
Emotional Quotient (EQ)
(c) James G. Clawson16
Recognizing your own emotions
Managing your Emotions
Self Talk to get out of Emotional Hijackings
Paying Attention-Self Awareness
Adapted from Daniel Goleman, Emotional Intelligence, Bantam, New York, 1995
Social Quotient (SQ)
(c) James G. Clawson17
Recognizing the emotions of others
Empathy
Caring
Listening
Skill in Coaching & Resolving Conflicts
Change Quotient (CQ)
(c) James G. Clawson18
Recognizing the need to change
Emotional comfort with change
Understanding the Change Process
Skills in Leading the Change Process
You are always teaching.Every encounter between a superior and a subordinate involves learning of some kind for the subordinate. (It should involve learning for the superior, too, but that is another matter.) When the boss gives an order, asks for a job to be done, reprimands, praises, conducts an appraisal interview, deals with a mistake, holds a staff meeting, works with his subordinates in solving a problem, gives a salary increase, discusses a possible promotion, or takes any other action with subordinates, he is teaching them something. The attitudes, the habits, the expectations of the subordinate will be either reinforced or modified to some degree as a result of every encounter with the boss. . .The day‑by‑day experience of the job is so much more powerful that it tends to overshadow what the individual may learn in other settings.
Douglas MacGregor, The Human Side of Enterprise pp. 199‑20019
Society
Can you change anything in the world “out there” without changing yourself first?
20
Organization
Team
Self
(c) James G. Clawson21
“Ten short years.... the one thing that we have done consistently is to change .... It may seem easier for our life to remain constant, but change, really, is the only constant. We cannot stop it and we cannot escape it. We can let it destroy us or we can embrace it. We must embrace it.”
Michael EisnerDisney 1994 Annual Report
Change and Learning
(c) James G. Clawson22
In a world of change, learners will inherit the earth, while the learned shall find themselves perfectly suited for a world that no longer exists.
Eric Hoffer, Ordeal of Change
Models of Change
(c) James G. Clawson23
Kurt Lewin Michael Beer John Kotter Tim Gallwey MIT Model Elizabeth Kubler-Ross James O. Prochaska Peter Senge Jim Clawson
(L3L 4e, Ch. 24, p. 339)
Kurt Lewin
(c) James G. Clawson24
UnfreezeRetrainRefreezeRETRAIN
Beer’s Leading Change
(c) James G. Clawson25
Cp = D x M x P > CCp = Probability of Change
D = Dissatisfaction with Status Quo
M = Clear Model or Vision of the Future
P = Clear Process for Managing the Change
C = Cost of Making the Change
from Leading Change, Michael Beer, HCS
Kotter’s 8 Errors in Leading Change
(c) James G. Clawson26
Allowing complacencyFailing to create a guiding coalitionUnderestimating the power of visionUnder-communicating the vision by 10, 100, or 1000Allowing Obstacles to block the visionFailing to create short-term winsDeclaring victory too soonNeglecting to anchor changes in culture
From Leading Change, John Kotter, HBS Press, 1996.
Kotter’s Eight Stage Process for Creating Transformation
(c) James G. Clawson27
Establish a sense of urgencyCreate a guiding coalitionDevelop strong vision and strategyOver communicate the vision and strategyRedesign to encourage broad-based actionGenerate short-term winsConsolidate gains in redesign and HRAnchor changes in the culture
Adapted from Leading Change, John Kotter, HBS Press, 1996
Inner Game of Change
(c) James G. Clawson28
Select the right measures
Focus attention and see what happens
Listen to Self 2
Self 1 (Shoulds) and Self 2 (Inner Self)
Adapted from Tim Gallwey, Inner Game of Work
Nevis’ MIT Phases of Change
Complacency/ Turbulence / Resistance / Small Wins / Consolidation / New Baseline
29
Susan Campbell’s Stages of Change
(c) James G. Clawson30
Feeling Unsettled: Something isn’t right.Denial: It’s not that bad.Facing the Present: I see things as they
are.Letting Go: The past isn’t working; the
future is unclear.Envisioning: I know what I want.Exploring new Options: Maybe I can do it.Committing to Action: I can do it.Integrating the Change: I am doing it.
Adapted from From Chaos to Confidence, Susan Campbell, Simon & Schuster, New York, 1995
(c) James G. Clawson31
Disconfirming Data
DENIAL
Change as Dying a Little Death
Elizabeth Kuebler-Ross
Emotional Pendulum of Change
(c) James G. Clawson32
DENIAL
Denyingthe
Message
Denying One’s Ability to Do
Anything
Denyingthe
Messenger
Denying the Relevance of the Message
(c) James G. Clawson33
INTEGRATION
ANGER
DESPAIR
HOPE
EXPERIMENTATION
BARGAINING
DENIAL
Disconfirming Data
Emotional Pendulum of Change
Prochaska’s Spiral of Change
(c) James G. Clawson34
Stage Key Activity
Pre-Contemplation
Unaware of the problem much less the solution
ContemplationI want to stop feeling/doing this.
PreparationI will do something very soon.
ActionI am doing something about this.
MaintenanceCareful attention to maintaining the change and not recycling
Termination Temptation and threat have disappeared.
Prochaska’s Spiral of Change
(c) James G. Clawson35
Recycling is likely for as many as 85%.
4.ACTION
4.ACTION
3.Preparation
3.Preparation
5.MAINTENANC
E
5.MAINTENANC
E
6.Terminatio
n
6.Terminatio
n
1. Pre-Contemplatio
n
1. Pre-Contemplatio
n
2.Contemplatio
n
2.Contemplatio
n
Senge’s Model of Change
(c) James G. Clawson36
FUTURE
TODAY
INTERNALDo Alone
EXTERNALNeed to collaborate
Who do we need to partner with?
What are we doing today?
What do we need to do tomorrow?
Who do we partner with today?
The Necessary Revolution, Peter Senge, 2008
Most Change Agents Stay
BELOW the Line
Senge’s Model of Change
Not from the top, from the bottom or middle, anywhere
Organize in groups and teams not individuals
Only need a few, e.g. 10 out of 8
Start people thinking, give them new insights
Find stories to tell about value creation that we can’t escape
Spend three years “hanging out” talking with people
Network more, meet more people who are knowledgeable
Spread it slowly (like zoysia grass)
Listen and hear it from your peers
Success depends on the richness of your networks
Create visual images for people (they stick)
Be consistentRemember executives can
screw it up(c) James G. Clawson37
Problem Leadership
(c) James G. Clawson38
LEADERSHIP ACTIVITY QuestionsAnswers
Problem Solving Old New
Problem Finding New Old
Problem Creating New New
Adapted from Pathfinding by Harold Leavitt, 1995
CLAWSON’S GENERAL CHANGE PROCESS
BASELINEBEHAVIO
RENCOUNTERNEW DATA
ENCOUNTERNEW DATA
CONFIRMING CONFIRMING DATADATA
CONFIRMING CONFIRMING DATADATA
NEW DATANEW DATA C
han
ge from B
aseline
NEWNEW BASELINE
HURT or
PAIN
Discon-firming
Data
DENYDISTORT
DISCOUNTIGNORE
CURRENTCOMFORT
ZONE
ENTHUSIASMENGAGEMENT
LEARNING
SEARCHFOR
ALTERNATIVES
EXPERIMENT
CONFIRMATION
DISCON-FIRMING
L
L
L
L
L L
L
L
L
L
(4e, p 344)
Clawson SequentiallyHelp people get out of their comfort zones (habits)Be willing to deliver disconfirming dataIdentify and collaborate with like-minded groupsBe willing to help people through pain and denialHelp people identify alternative approaches (creativity,
innovation)Help people plan their experiments (active coaching)Help interpret results data from experiments
(encouragement)Reward and reinforce successes (encouragement)Be relentless in reinforcementBehave consistently all the time
(c) James G. Clawson40
Leadership Technique and Consequence
1.Level One Techniques: Pay, rewards, punishments, threats, coercion, intimidation
2.Level Two Techniques: logic, data, evidence, reason, statistics, charts, analysis
3.Level Three Techniques: vision, purpose, values, stories, music, symbols, strategy, TPOV
BUY-IN
1.Passion2.Engagement3.Agreement4.Compliance5.Apathy6.Passive
Resistance7.Active
Resistance41 (c) James G. Clawson
What can I do to make it happen?
Expand and sharpen your visionExpand your skill setYou teach what you tolerateCreate win-win’s for all partiesBecome an ally, not an adversaryAccept and channel the other’s point of view
Change yourself, not others42
Does experience lead to wisdom?
“Most people do not accumulate a body of experience. Most people go through life under-going a series of happenings which pass through their systems undigested. Happenings become experiences when they are digested, when they are reflected on, related to general patterns, and synthesized.”
Saul Alinsky, Rules for Radicals, quoted by Henry Mintzberg in “The Five Minds of a Manager” HBR 11/03
43
LEARNING FROM EXPERIENCE
"To most men, experience is like the stern lights of a ship which illumine only the track it has passed.”
--Samuel Taylor Coleridge
"Experience is not what happens to a man, it is what a man does with what happens to him."
--Aldous Huxley
44
Good is the Enemy of Great
45
“Conversely, perpetuating mediocrity is an inherently depressing process and drains much more energy out of the pool than it puts back in. …
‘I want them to have a great experience, and to have the experience of being part of something absolutely first class.’”
Running Coach, p. 208
“WE TEACH WHAT WE TOLERATE.” Marietta Frey
There are only two parties: the establishment and the movement.
Of which are you a member?
Emerson
46
Einstein/AA
The definition of insanity is expecting different results while you continue doing the same thing.
47
You are always teaching.Every encounter between a superior and a subordinate involves learning of some kind for the subordinate. (It should involve learning for the superior, too, but that is another matter.) When the boss gives an order, asks for a job to be done, reprimands, praises, conducts an appraisal interview, deals with a mistake, holds a staff meeting, works with his subordinates in solving a problem, gives a salary increase, discusses a possible promotion, or takes any other action with subordinates, he is teaching them something. The attitudes, the habits, the expectations of the subordinate will be either reinforced or modified to some degree as a result of every encounter with the boss. . .The day‑by‑day experience of the job is so much more powerful that it tends to overshadow what the individual may learn in other settings.
The Human Side of Enterprise pp. 199‑200
48
Will you (not can you) change?
Will you ever become anything more than a vessel transmitting the memes and genes of previous generations on to the next?
Will you rise above (transcend) your legacies and lead others to do the same? If not, …
49
Importance of Learning
50
The only real source of competitive advantage may be the capacity to learn.
Arie de Geus, The Living Company
(c) James G. Clawson51
AN INVITATION / CHALLENGE
(c) James G. Clawson52
5 P’s of Leading Change
(c) James G. Clawson53
PAIN AND PURPOSE
FOR CHANGE
PAIN AND PURPOSE
FOR CHANGE
PICTURE OF WHERE TO GO
PICTURE OF WHERE TO GO
PART FOREACH TO PLAY
PART FOREACH TO PLAY
PLAN HOWTO GET THERE
PLAN HOWTO GET THERE
Adapted from USAA Group
(c) James G. Clawson54
Leadership is, as you know, not a position but a job. It’s hard and exciting and good work. It’s also a serious meddling in other people’s lives. One examines leadership beginning not with techniques but rather with premises, not with tools but with beliefs, and not with systems but with understandings. This I truly believe.
Max DePree, Leadership Jazz, p. 7
(c) James G. Clawson55