Change management and leadership Flashcards
Which are Kotter’s eight steps for organizational change?
- Establishing a sense of urgency
- Creating a powerful coalition
- Developing a vision
- Communicating the change vision
- Empowering employees to act on the vision
- Generating short-term wins
- Consolidating improvements and producing more change
- Anchoring new approaches in the culture
Name two basic assumptions of change management
Organizations are always in flux (process perspective)
Change includes all four frames
How do the four frames figure into change management?
Structure
–> Origin and means for change
HR, power and symbols
- -> Enactment
- -> Implementation
Describe the old and the new change paradigms
Old paradigm:
• Top-down process
• Not taking the human factor into account
• 60-70% of all change initiatives fail
New paradigm • Top management define WHAT • Middle management and employees invited to define HOW • Expect people to take ownership • Support sensemaking
Which are the five strategies for resistance management?
Education Participation Facilitation Negotiation Coercion
Which questions should be posed before choosing a resistance management strategy?
Situational analysis
How much?
Whats my position relative to resistors?
How urgent is the situation?
Who has the most accurate information required for change?
What is the optimal speed for change?
Describe the 2x2-diagram answering the question “what change should be implemented”?
Speed of change X Magnitude of change
…gives Adaption, Major transformation, Fine-tuning, New direction
What is typical of structural leaders?
Keywords: analysis, design, bureaucracy, detail
- Do their homework
- Rethink relations between structure, strategy and environment
- Focus on implementation
- Experiment (with structure and strategy)
What is typical of HR leaders?
Keywords: support, servant, catalyst, empowerment
- Communicate their strong belief in people
- Are visible and accessible
- Empower others
What is typical of political leaders?
Keywords: advocate, negotiate, coalitions
- Clarify what they want and what they can get
- Assess the distribution of power and interests
- Build linkages to key stakeholders
- Persuade first, negotiate second and coerce only if necessary
What is typical of symbolic leaders?
Keywords: prophet, sensemaker/-giver, inspiration
- Lead by example
- Use symbols to capture attention
- Frame experience
- Tell stories
How can structural leadership backfire?
Backfire: tyrant, micro management, too detailed
How can HR leadership backfire?
Backfire: weak, pushover, abdication
How can political leadership backfire?
Backfire: fear, thug, manipulation, fraud
How can symbolic leadership backfire?
Backfire: fanatics, charlatan, mirage
Which are the axes of the Situational/contingency theory diagram?
Relationship behavior X task behavior
Which are the fields of the Situational/contingency theory diagram?
Supporting
unwilling, able
High relationship, low task
Coaching
willing, unable
High relationship, high task
Directing
unwilling, unable
Low relationship, high task
Delegation
willing, able
Low relationship, low task
Which are the axes of the leadership grid?
Concern for people X concern for production
Which are the fields of the leadership grid?
Format:
[Concern for production, concern for people]
1, 9
Indulgent Management
(Country Club Management)
9,9
Integrative Management
(Team Management)
5,5
Compromise Management
(Middle-of-the-Road Management)
1,1
Minimal Management
(Impoverished Management)
9,1
Authoritan Management
(Authority-Compliance Management )
Which are the four dimensions of Strannegård & Salzer-Mörling’s “new leadership challenges”
Epic dimension
Ethical dimension
Emotional dimension
Esthetic dimension
Titles for HR frame?
• Basic assumptions
• Maslow’s hiearchy of needs
• Hertzberg’s two-factor theory
• Argyris:
Empowerment
Model I and model II
Espoused theory and theory in use
Commitment
• Theory X and theory Y
• HR leadership
• Generic questionsTitles for structural frame?
- Coordination and control (lateral/vertical)
- Differentiation / coordination
- Structural imperatives
- Mintzbergs structural configurations
- Greiner
- Structural leadership (theory X)
- Generic questions
Titles for political frame?
- Assumptions
- Luke’s three dimensions of power
- Pfeffer – open conflicts
- Mapping the political landscape
- Four key political skills
- Sources of power
- Attitudes and Kanter
- Invisible power and regimes of truth
- The political leader
- Generic questions
Titles for symbolic frame?
- Basic assumptions
- What is culture?
- Organizational culture and organizations as culture
- Schein
- Strength and content
- Symbols
- The symbolic leader (compare epic, ethic, esthetic, emotional)
- Sensemaking and sensegiving
- Management fashions
- Generic questions
Titles for change management?
- Assumptions
- Motives for change (generic questions)
- Type of change
- Change paradigms (old/new)
- Kotter’s 8 steps
- Attitudes to change (adaption curve)
- The change curve
- 5 colours of change
- Five reasons resistance occurs
- Stakeholder analysis
- Kotter’s strategies for change
Titles for leadership?
- Leaders vs. managers (and bosses)
- Two classical schools
- Situation/Contingency matrix
- Leadership in four frames
- Kanter
- Leadership types (Maccoby)
- New leadership challenges (Strannegård & Salzer-Mörling)
- Four dimensions of leadership
Which are the five reasons resistance occurs?
- Lack of understanding (why and how?) and trust
- Different assessment of the situation
- Lack of anchoring (symbol persons, culture)
- Low tolerance for change
- A desire not to lose something of value
Which are the axes of the stakeholder analysis diagram?
Power x interest
Which are the four fields of the stakeholder analysis diagram?
[Format: power, interest]
Low, low - monitor
High, low - keep satisfied
High, high - manage closely
Low, high - keep informed
Difference between leaders/managers?
Managers:
• Coping with complexity
• Budgeting, planning
• Achieve plans by organizing and staffing
• Accomplish plan by controlling and problem solving
Leaders:
• Coping with change
• Setting a direction
• Achieve plans by aligning, spreading the vision
• Achieving vision by motivating and inspiring
Generic questions of the symbolic frame?
What characterizes the culture?
How has it been created, how is it reproduced? •
Founder, influential leader?
