EDLS 7010

Lesson #4

Lead Change

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NegotiationCompromiseBargainingIntegration

Change Strategies & Some Implications

FACILIT

ATIVE POLITICAL

ATTITUDINAL INFORMATIONAL

Fast Implementation Rate

Slow implementation rate

Short term

In-depth

Surface

Long term

Imp

acts

Conseq

uences

Persuading Helping

Connor, Lake, & Stackman (2003). Managing organizational change.

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1. Establishing a sense of urgency

2. Forming a powerful guiding coalition

3. Creating a vision

4. Communicating the vision

5. Empowering others to act on the vision

6. Planning for and creating short-term wins

7. Consolidating improvements and producing still more change

8. Institutionalizing new approachesJohn Kotter

Eight Steps to Transforming Your Organization

How to Make a Switch

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DIRECT the RiderFOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it.SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors.POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it.

MOTIVATE the ElephantFIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something.SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant.GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset.

SHAPE the PathTWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation.BUILD HABITS. When behavior is habitual, it’s “free” – it doesn’t tax the Rider. Look for ways to encourage habits.RALLY THE HERD. Behavior is contagious. Help it spread.

Heath, C., & Heath, D. (2010). Switch.

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“To begin with, more than anything else, leaders build bridges – bridges that help us move from where we are to where we need to be . Bridges of hope and ideas and opportunity; bridges wide and strong enough so that all who wish to cross can do so safely.”

“A leader is someone you choose to follow to a place that you wouldn’t go by yourself.”

Adapted from Joel Barker, Leadershift, five lessons for leaders in the 21st century

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“Leadership is the ability and the willingness to influence others so that they respond willingly.”

“The challenge of effective leadership is to bring out the best in others.”

Clawson, J.G. (1999). Level three leadership: Getting below the surface.

“Administrators are necessary but insufficient elements of change leadership.”

Reeves (2009). Leading change in your school. p. 51

“Leaders persuade us not just by the stories they tell but also by the lives they lead.”

Deutschman (2007). Change or die – p. 89

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Level 5 Leaders

Build enduring greatness through a paradoxical blend of personal humility and professional will

Look out the window to apportion credit Look in the mirror to apportion

responsibility

Collins, J. (2001). Good to great.

10X Leadership

8Collins, J., & Hansen, M. (2011). Great by choice: Uncertainty, chaos, and luck… New York, NY: HarperCollins Publishers.

Behaviors of 10XersFanatic Discipline

Extreme consistency of actions with values, goals

Empirical CreativityRely upon direct observation, practical

experimentation & direct engagement

Productive ParanoiaStay highly attuned to threats and changes in

environment, even when all’s going well

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Collins, J., & Hansen, M. (2011). Great by choice: Uncertainty, chaos, and luck… New York, NY: HarperCollins Publishers.

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Generating a Change Environment

Collection of Facts - Collect the facts to demonstrate that change is essential

Negotiations - Negotiate changes to create an ethical climate Self-Purification - The leader prepares for confrontation

Reflection Personal review Consultation

Direct Action - Move to direct action Choose a straightforward, achievable goal Act in proportion to the context & people Sustain action Modify actions to sustain movement

Chapter 5 – R. Calabrese text

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Adaptive WorkMobilizing people to tackle tough problems.

The hardest and most valuable task of leadership may be advancing goals and designing strategy that promote adaptive work.

The most common source of leadership failure is to treat adaptive challenges like technical problems.

We are bound to be disappointed if we expect our conventional learning methods & means – which generally address only technical challenges – to support truly adaptive changes.

Heifetz, R. A. (1994). Leadership without easy answers.

Heifetz & Linsky (2002). Leadership on the line.

Kegan & Lahey (2009). Immunity to change…

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Strategic Principles of LeadershipDistinguish technical from adaptive challengesIdentify the adaptive challengeKeep the level of distress within a tolerable

range for doing adaptive workFocus attention on ripening issues and not on

stress-reducing distractionsGive the work back to people, but at a rate

they can standProtect voices of leadership w/o authority

Heifetz (1994). Leadership without easy answers.Heifetz & Linsky (2002). Leadership on the line.

Overcoming Immunity to Change

Change doesn’t cause anxiety – the feeling that we are w/o defenses does

We can’t succeed w/adaptive challenges w/o recognizing that we are putting at risk what has been a very well functioning way of taking care of ourselves

Kegan & Lahey (2009). Immunity to change.

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Overcoming Immunity to Change

“Since there will never be enough charismatic leadership geniuses to support every worthy change challenge, it would be useful if mere mortals, working more conscientiously than charismatically, could learn to bring about such a shift in collective attitudes.”

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Kegan & Lahey (2009). Immunity to change.

Big AssumptionsWhat makes a “big assumption more than

merely an assumption is the belief, implicit or explicit, that what we assume is always and completely right. A big assumption automatically informs how we see reality.”

“The problem more often is that we tend to overuse big assumptions and over-generalize their applicability far beyond their scope.”

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Kegan & Lahey (2009). Immunity to change.

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Leadership’s Personal Resilience

Each individual has a personal speed of change.

The single most important factor for enhancing this speed of change is resilience.

Resilient individuals – those who operate at a high speed of change – are able to take on more change without becoming so intellectually, physically, and emotionally drained.

Conner, D.R. (1998). Leading at the edge of chaos: How to create the nimble organization.

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Personal Characteristics that Define Resilient Behavior

Positive

Focused

Flexible

Organized

Proactive

Conner, D.R. (1998). Leading at the edge of chaos: How to create the nimble organization.

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Six Steps to Effective Leadership

Clarifying your centerClarifying what is possibleClarifying what others can contributeSupporting others so they can contributeBeing relentlessMeasuring & celebrating progress

Clawson, J.G. (1999). Level three leadership: Getting below the surface.

The 6 Secrets of Change Fullan (2008)

1. Love your employees Create situations for them to succeed

2. Connect peers with purpose Establish the right conditions Set the process in motion Trust the process and the people in it

3. Capacity building prevails Concerns competencies, resources & motivation

4. Learning is the work

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The 6 Secrets of Change Fullan (2008)

5. Transparency rules Involves being open about results & practices Pursuing and nailing down problems that recur &

identifying evidence Informed responses to problems

6. Systems learn Focus on developing many leaders working in concert Leaders approach complexity with a combination of

humility & faith that effectiveness can be maximized under the circumstances

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Interactive ProfessionalismGuidelines for Principals

Understand the cultureValue your teachers; promote their professional growthExtend what you value (support a wide variety of

strategies)Express what you valuePromote collaboration; not cooptation (create the

vision together)Make menus, not mandates (empower teachers to select

from a wide range of collaborative practices)Use bureaucratic means to facilitate, not to constrainConnect with the wider environment

M. Fullan & A. Hargreaves. (1996). What’s worth fighting for in your school.

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Leadership of Profound Change

Profound change – organizational change that combines inner shifts in people’s values, aspirations, and behaviors with “outer” shifts in process, strategies, practices, and systems.

Faced with the practical needs for significant change, we opt for the hero-leader rather than eliciting and developing leadership capacity throughout the organization.

Senge, et.al. (1999). The dance of change.

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Key Aspects of Leadership for Change

Openness to changeDesire to challenge assumptionsGood judgmentCapacity to earn trustBalanceWillingness to stay the courseValue risk-takingLove learningSystems thinker

Clawson, J.G. (1999). Level three leadership: Getting below the surface.Duke, D. (2004). The challenges of educational change.

Leadership Principles for Leveraging Chaos

Recognize that many problems are solutions waiting to happen (homeostasis & change)

Tolerate ambiguity, in that many possible right answers may exist in the context of competing values (strange attractors)

Recognize that what a leader attends to will be mirrored throughout the organization (fractals)

Establish appropriate systems for relevant feedback to flow freely (cybernetics)

24Shoup, J.R., & Studer, S.C. (2010). Leveraging chaos…

Leadership Principles for Leveraging Chaos (continued)

Plan & implement change by evaluating probable intended & unintended consequences (emergence)

Recognize that certain small changes can have a big effect (sensitive dependence)

Plan for the best & prepare for the worst (self-organized criticality)

Reframe problems & solutions to leverage the most appropriate & relevant theme(s) and patterns at work in the system

25Shoup, J.R., & Studer, S.C. (2010). Leveraging chaos…

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Getting to Yes To find your way through the jungle of people problems, think in terms of:

Perception Put yourself in their shoes Don’t blame them for your problem Give them a stake in the outcome by making sure they participate in the

process Emotion

First recognize & understand emotions, theirs & yours Don’t react to emotional outbursts Use symbolic gestures

Communication Listen actively & acknowledge what is being said Speak for a purpose

Fisher, R., & Ury, W. (1991).

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Decision-Making Biases that Hinder Effective Negotiation

Irrational escalation of commitmentContinuing a previously selected course of actionhttp://www.youtube.com/watch?feature=player_det

ailpage&v=C4EGXSuFuIw

The mythical fixed pieAssuming that your gain must come

at the expense of another

Anchoring and adjustmentsGiving too much weight to initial offer

Robbins, S. (2000). Essentials of organizational behavior (6th ed.).

Decision-Making Biases that Hinder Effective Negotiation

Framing negotiationsPeople are affected by the way info is presented

Availability of informationRelying on readily available vs. reliable info

The winner’s curseThe regret one feels after closing a negotiation

OverconfidenceIgnoring info that contradicts beliefs & expectations

28Robbins, S. (2000). Essentials of organizational behavior (6th ed.).

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Principled NegotiationBased on integrative bargaining and a win-win approach

People: Separate the people from the problem

Interests: Focus on interests, not positions

Options: Invent options for mutual gainCriteria: Insist on objective criteria

Fisher, R. & Ury, W. (1981). Getting to yes. In Osland, J., Kolb, D., & Rubin, I. (2001). Organizational behavior.

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Distributive vs. Integrative Bargaining

Bargaining

Characteristic

Distributive

Bargaining

Integrative

BargainingAvailable amount of resources to be divided

Fixed Variable

Primary motivations I win; you lose I win; you win

Primary interests Opposed to each other Convergent or congruent with each other

Focus of relationships Short term Long term

Lewicki, R. & Litterer, J. (1985). Negotiations. In Robbins, S. (2000). Essentials of organizational behavior (6th ed.).

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Transactional Leadership vs. Transformational Leadership

Transactional LeadershipInfluencing follower through an exchange of something

valued by both the leader & followerQuid pro quo interactions

Transformational LeadershipA relationship of mutual stimulation & elevationEngagement between leaders & followers bound by common

purposeBoth the leaders & the followers are guided by ethical

values & moral principles

Burns, J.M. (1978). Leadership.

Effects of Transformational Leadership

Stimulating others to view their work from new perspectives

Awareness of organization’s mission/visionDeveloping other’s abilities to higher levels of

performanceMotivating others beyond self interests toward

the benefit of the group or organization

Bass, B.M. & Avolio, B.J. (1994). Improving organizational effectiveness through transformational leadership.

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Behavior of Transformational Leaders

Idealized influenceRole models – admired, respected & trusted

Inspirational motivationGiving meaning & challenge to followersInvolving others; communicating

Intellectual stimulationPromote innovation & creativity

Individualized considerationActing as mentor or coachSupervising according to individual needs

Bass, B.M. & Avolio, B.J. (1994). Improving organizational effectiveness through transformational leadership.

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Competencies that Enhance Transformational Leadership

AttentionDeveloping a shared vision

MeaningCommunicating the vision to others

TrustBelieving in people and remaining focused

SelfKnowing personal skills & deploying them

Bennis, W. (1984). The four competencies of leadership. Training & Development Journal, 38 (8), 14-19.