Chapter 15 – Managing strategic change – the people dynamic

Question 1

Strategic change requires effective leaders to provide a clear vision for the future to act as a goal driver and motivator for change that everyone within the organisation can buy into. This requires a combination of…

Answer 1

a combination of both transformational and transactional leadership

Question 2

Covey suggests that there are three core types of power that are exerted by leaders: LUC

Answer 2

1. Legitimate power: the follower has a trust and respect in the leader and their objectives (often based around respect and belief)
2. Utility power: the follower fulfils the requirement in the expectation of some form of reward, the leader has something that they want, tangible or intangible (often based around remuneration or benefits)
3. Coercive power: the follower is concerned or afraid of what will happen if they do not follow the expectations of the leader (often based around fear of punishment or revenge)

Question 3

What is a change agent?

Answer 3

A change agent is a person, or people, who are able or required to use their particular abilities (and/or knowledge) or position to effect change within an organisation. They can be external consultants, or managers or staff given special responsibility for initiating, implementing, overseeing and monitoring the change process.

Question 4

How can a team be used to build momentum for change?

Answer 4

Each individual person is limited by their knowledge, experience parameters and particular paradigm at any point in time. It therefore makes sense to recognise the need to involve, at differing levels, all people affected by any perceived strategic change.

Question 5

identify some methods for managing change

Answer 5

• Education
• Participation
• Facilitation – one or more people have specific responsibility for facilitating differing communication processes
• Support
• Ownership – people will take more care and consideration over something that they believe they own
• Negotiation

Question 6

What are the different types of resistance shown by people following change?

Answer 6

• Overt: Visible hostility; or
• Implied: Suggested, but not directly stated.
• Immediate
• Deferred – often for several weeks or longer

Question 7

What are the five stages of grief by Kubler-Ross? DABDA

Answer 7

Change produces an emotional rather than logical response in individuals, and the psychological processes that individuals go through can be identified in the transition curve.

1. Denial: temporary defence that gives us time to absorb news of change before moving on to other stages. We don’t want to believe what is happening
2. Anger: when we realise that the change is real and will affect us, our denial turns into anger
3. Bargaining: attempt to postpone what is inevitable – we start bargaining in order to put off the change or find a way out of the situation
4. Depression: when we realise the bargaining will not work, the reality checks in
5. Acceptance: as people realise that fighting the change is not going to make it go away, they move on to acceptance

Question 8

Outline how the Johari Window can be used as a communication technique - ABFU

Answer 8

Plotting the dimensions of the known and the unknown with that of ourselves and others it helps us to identify, consider and challenge where the disconnect happens in our communication with others

Arena – open communication between all individuals concerned
Blind spot – an area where we are communicator need to seek additional knowledge from other people
Façade – allow us as communicator to dominate the decision making and potentially abuse our leadership power
Unknown – area of uncertainty, where all parties know nothing

Question 9

According to Kotter, what are the 8 ways to successfully bring about strategic change? UTVCESIE

Answer 9

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. Embed the change