15 - Managing strategic change - the people dynamic

Question 1

Two types of change leadership

Answer 1

Transformational
Transactional

Question 2

Define transformational leadership

Answer 2

Leader focuses on building vision, creation of identity and empowerment and development of culture. Impact of key individual is clear to see, as is the gap created when that driving force leaves organisation

Question 3

Define transactional leadership

Answer 3

More concerned with making sure operational flow is appropriate to enable strategy to be achieved.
Transaction = motivation of followers by exchanging reward for performance

Question 4

What does leadership of strategic change require?

Answer 4

Combination of transformational and transactional - leader needs to use range of styles
Transactional think day-to-day or week-to-week
Transformational think more governance/long-term

Question 5

Communication & managing change

Answer 5

Communication is an essential part of managing strategic change as soon as more than one person is involved - there needs to be a consideration as to how a message is best communicated

Question 6

Communication as a two-way process - what are the two:

Answer 6

Transmitter and receiver - different message will be transmitted than received as listener creates their own interpretation of meaning

Question 7

Johari window - purpose

Answer 7

Helps us identify, consider and challenge where the disconnect happens in our communication with others

Question 8

Johari window diagram - explain

Answer 8

Left column - known by self
Right column - unknown by self

Top row - known by others
Bottom row - unknown by others

Top left - Arena
Top right - Blind spot
Bottom left - Facade
Bottom right - Unknown

Companies want to ensure as much information as possible is in arena area, and as little as possible in unknown (this depends on where window bars are palced on diagram)

Question 9

Johari window - Arena

Answer 9

Open communication between all individuals concerned, allowing for open challenge

Question 10

Johari window - Blind spot

Answer 10

We need to seek additional knowledge to aid our understanding and anable better communication

Question 11

Johari window - Facade

Answer 11

We, as communicator can dominate decision making and abuse power - we should help others understand better to enable better communication

Question 12

Johari window - Unknown

Answer 12

All parties have limited or no real knowledge- high risk of incorrect decision-making

Question 13

8 methods for managing change

Answer 13

Education (to foster readiness to accept process)
Participation (in the change)
Facilitation (communication)
Support (for the change)
Ownership (as a result of inclusion within process)
Negotiation (identify benefits to be gained by getting involved)
Force (insist on adhering to change)
Manipulation and coercion (by not providing all the facts or making the change look better than it is)

Question 14

Two different types of resistance

Answer 14

Explicit & overt

Implicit, subtle and deferred

Question 15

Explicit and overt resistance - pro and con

Answer 15

Pro - rights and wrongs can be debated and solution can be found

Con - threat of strike by workforce if demands not met

Question 16

Implicit, subtle and deferred resistance - pro and con

Answer 16

Pro - likely that change will be implemented

Con - underlying issues could cause longer-term org damage, through reduced motivation, efficiency, risk of mistakes etc.

Question 17

What is often a cause of lack of motivation, efficiency, etc.?

Answer 17

Poorly managed change / poorly implemented strategy

Question 18

Kubler-Ross 5 stages of grief

Answer 18

Denial
Anger
Bargaining
Depression
Acceptance

Question 19

Kanter’s 10 reasons for resistance - reason and human fear (usually a question in response)

Answer 19

Loss of control - Who is going to do that now?
Excess uncertainty - I don’t know what I’m doing
Surprise, surprise! - I don’t have time to think and react rationally
Everything seems different - I’m happy doing what I do
Loss of face - What will other people think?
Concerns about competence - Do I have the ability to do this?
More work - This will just mean that I have more to do?
Ripple effects - Who knows where this will end
Past resentments - Well this didn’t work last time did it?
Sometimes the threat is real - If I don’t succeed, I will lose my job

Question 20

Kotter’s 8 stages of change

Answer 20

1. Establish a sense of urgency
2. Form a leading team
3. Create a vision
4. Communicate the vision
5. Empower and involve others
6. Create short-term wins
7. Implement and consolidate
8. Institutionalise change

then loops back to 1 as have new today point

Question 21

Covey’s 4 core dimensions required to be an effective leader

Answer 21

Security - in own knowledge and ability to lead others

Guidance - guiding workforce, and helping where necessary

Power - ability to use power for benefit of individual, team and task

Wisdom - draw on past experience when making decisions