You Can Be a Change-Agent
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The document discusses the inevitability of change in organizations and the traits leaders need to successfully navigate it, including moral purpose and relationship-building. It emphasizes the importance of soft-skill strategies to motivate staff and manage resistance to change, arguing that successful change is rooted in strong relationships and active leadership support. Key concepts include the need for a supportive atmosphere and gradual innovation, as well as understanding participants' values and concerns to minimize resistance.
You Can Be a Change-Agent
- 2. "Change can be likened to a planned journey into uncharted waters in a leaky boat with a mutinous crew." Michael Fullan
- 3. Discuss: Summarize your personal experience with deep change in an organization.
- 4. Discuss: What are the consequences if your organization doesn’t change? "If we don't change the way we're going, we're likely to end up where we are headed." –Chinese Proverb
- 5. You Can Be a CHANGE AGENT “Change is the law of life. And those who look only to the past or the present are certain to miss the future.” – John F. Kennedy
- 6. You Can Be a CHANGE AGENT In most situations, change is inevitable; so we can either watch it occur, resist it, or help guide and direct it— you cannot avoid it.
- 7. 5 Traits Leaders Must Possess To Be Successful Leading Change 1. Moral Purpose 2. Understanding change 3. Relationship-building 4. Knowledge creation and sharing 5. Coherence (Leading in a Culture of Change, Michael Fullan)
- 8. Essential Elements of Change —and the Consequences of Lacking Just One Discuss: In the last change effort you were a part of, use this chart to evaluate what was present and what was absent.
- 9. You Can Be a CHANGE AGENT "The single factor common to successful change is that relationships improve. If relationships improve, (organizations)… get better. If relationships remain the same or get worse, ground is lost." –Michael Fullan, The Change Leader
- 10. Soft-Skill Change Strategies “(Followers)… are more likely to accept change programs if the (Leader)… is perceived as actively supportive of the (Follower’s)… role in implementing the change." Robert Howsam 1.
- 11. Soft-Skill Change Strategies 2. “guiding coalition”
- 12. Soft-Skill Change Strategies "(Leaders)… who would effect change had to be familiar with and able to manipulate the power structure within the community." Ralph Kimbrough 3.
- 13. Soft-Skill Change Strategies Turn those committed to change into organizational leaders. 4.
- 14. Soft-Skill Change Strategies Who Moved My Cheese? 5.
- 15. You Can Be a CHANGE AGENT "Well over half of all change efforts fail at the first, most crucial step: gaining widespread cooperation. People won't move out of their comfort zones to make the necessary changes unless there is a sense of urgency." –John Kotter, What Leaders Really Do
- 16. You Can Be a CHANGE AGENT “To master change, your paradigm must switch from what you will lose to what you will gain.”
- 17. You Can Be a CHANGE AGENT Exercise: Draw a picture of where you are now and where you want your organization to be (in the area you know must change) in one year from now.
- 18. You Can Be a CHANGE AGENT “People are like tea bags. You don’t know what they are inside until you put them in hot water.” –Ray Armstrong
- 19. You Can Be a CHANGE AGENT “Leaders look at similarities; followers look at differences.” –John Maxwell
- 20. You Can Be a CHANGE AGENT “Innovations… were successfully institutionalized when they…were able to be undertaken gradually.” –Ronald Lippitt
- 21. Soft-Skill Change Strategies "(Leaders)… must set an atmosphere… that is conducive to change and must provide (the team)… with a range of substantive supports. –James McLeskey/Nancy Waldron 5.
- 22. Soft-Skill Change Strategies Discuss: When do people actually make a change? 5.
- 23. You Can Be a CHANGE AGENT “Planned Abandonment”
- 24. Soft-Skill Change Strategies “Nothing hurts when you are winning.” –John Maxwell 6. Discuss: What gets rewarded these days in your organization, and why? Any of those tied to a culture-change attempt by leadership?
- 25. Soft-Skill Change Strategies "Nothing will ever be attempted if all possible objections must first be overcome." – Samuel Johnson 7. “At the gates of excellence stand 2 fearsome sentries: risk and learning. The keys to entrance are faith and courage.” – Robert Quinn
- 26. You Can Be a CHANGE AGENT “Resistance to change is natural; change is needed for survival.” Discuss: Why don’t people want to change? –John Gardner
- 27. 1. Leaders and other participants feel that the project is their own—not one devised by outsiders. Resistance Will Be Less If: (by Goodwin Watson) 2. The innovation clearly has wholehearted support from the top leaders. 3. The participants see the change as reducing rather than increasing their present burdens.
- 28. 4. The project accords with values already acknowledged by participants. Resistance Will Be Less If: (by Goodwin Watson) 5. The program offers the kind of new experience which interests participants. 6. Participants feel their autonomy and security is not threatened.
- 29. 4. The project accords with values already acknowledged by participants. Resistance Will Be Less If: (by Goodwin Watson) 5. The program offers the kind of new experience which interests participants. 6. Participants feel their autonomy and security is not threatened.
- 30. Resistance Will Be Less If: (by Goodwin Watson) 7. Participants have joined in diagnostic efforts leading them to agree on what the basic problem is and to feel its importance. 8. The project is adopted by consensual group decision. 9. Proponents are able to empathize with opponents; to recognize valid objections; and to take steps to relieve unnecessary fears.
- 31. Resistance Will Be Less If: (by Goodwin Watson) 10. It is recognized that innovations are likely to be misunderstood and misinterpreted, and if provision is made for feedback of perceptions of the project and for further clarification of need. 11. Participants experience acceptance, support, trust, and confidence in their relations with one another.
- 32. Resistance Will Be Less If: (by Goodwin Watson) 12. The project is kept open to revision and reconsideration if experience indicates that changes will be desirable.
- 33. “Design and institute a system which will provide feedback on the extent to which the proposed change is accomplishing its objectives, and diagnose those aspects of the program or its implementation which need improvement.” 8. – Richard Gorton
- 34. Soft-Skill Change Strategies Three motivators that don’t work: Tell ‘em, Bribe ‘em, Force ‘em. The only one that really works is integration. 9. Leaders take responsibility for the storyline at their company.
- 35. You Can Be a CHANGE AGENT