Chapter 15 - Managing strategic change – the people dynamic

Question 1

Roles in the change process

What are the core types of power exerted by leaders, according to Covey (1992)?
A:

Answer 1

Coercive power – Based on fear of punishment or revenge.
Utility power – Based on the expectation of a reward (e.g., remuneration or benefits).
Legitimate power – Based on trust, respect, and belief in the leader’s objectives.

Question 2

Roles in the change process

What is the role of a leader in strategic change?

Answer 2

A leader must provide a clear vision, act as a goal and motivator, and adapt their leadership style (transformational and transactional) to meet stakeholder expectations.

Question 3

Roles in the change process

What is a change agent and what role do they play in the organization?

Answer 3

A change agent is a person who uses their abilities, knowledge, or position to drive change within the organization. They can be internal staff or external consultants and are responsible for initiating, implementing, overseeing, and monitoring the change process.

Question 4

Roles in the change process

Why might an organization use external consultants as change agents?

Answer 4

External consultants bring experience in managing major change, offer an unbiased perspective, and operate outside the organization’s internal culture and politics.

Question 5

Roles in the change process

Why is it important to involve all people affected by strategic change?

Answer 5

Involving everyone affected by the change helps build momentum and makes the change process more effective. A learning organization fosters collaboration to enable lasting strategic change.

Question 6

Roles in the change process

How do external stakeholders influence the change process?

Answer 6

External stakeholders can have significant influence on the need for strategic change and may attempt to lead or guide the change process.

Question 7

Managing effective change strategically

Q: What is the Johari Window, and what are its four regions?

Answer 7

: The Johari Window is a model to understand self-awareness and group dynamics, with four regions:

Arena – Information known by both the person and the group.
Blind Spot – Information known by others but not by the person.
Façade – Information known by the person but hidden from others.
Unknown – Information unknown to both the person and others.

Question 8

Managing effective change strategically

Q: What is the goal of the Arena region in the Johari Window?

Answer 8

he goal is to increase the amount of information shared in the Arena, fostering better communication, cooperation, and mutual understanding.

Question 9

Managing effective change strategically

What should managers do to reduce the Blind Spot in the Johari Window?

Answer 9

Managers should seek feedback from others to increase self-awareness and reduce the blind spot, thus improving communication and effectiveness.

Question 10

Managing effective change strategically

What does the Façade region in the Johari Window represent, and how should it be addressed?

Answer 10

The Façade represents information known by the individual but hidden from others. Managers should encourage transparency and open communication to reduce this region and promote better collaboration.

Question 11

Managing effective change strategically

What are some methods for managing change communication?

Answer 11

Key methods include:

Education – Facilitating learning for those involved in the change.
Participation – Involving people in the process to encourage ownership.
Facilitation – Ensuring clear communication and understanding through designated facilitators.
Support – Providing necessary backing at key stages.
Ownership – Encouraging people to take responsibility for change.
Negotiation – Discussing benefits and addressing concerns proactively.
Force – Using coercion when necessary but with caution.
Manipulation and Coercion – Using less ethical methods, such as withholding information or using threats, to drive change.

Question 12

Managing effective change strategically

Why is participation important in the communication of strategic change?

Answer 12

Participation helps people feel involved in the process, making them more likely to accept and engage with the change rather than resist it.

Question 13

Managing effective change strategically

What is the role of education in the communication of change?

Answer 13

Education facilitates learning and helps individuals understand the change process. Managers should identify good teachers to guide others through the change.

Question 14

Managing effective change strategically

When might manipulation and coercion be used in the change process?

Answer 14

Manipulation and coercion are more extreme methods used when people resist change, but they should be used cautiously as they can lead to negative outcomes like rebellion or mistrust.

Question 15

Levers for strategic change

What is “Time Intelligence” in the context of strategic change?

Answer 15

Time intelligence involves creating a sense of urgency to drive change. An example is Nokia CEO Stephen Elop comparing the company’s situation to a man on a burning oil platform, emphasizing the need for swift action.

Question 16

Levers for strategic change

How can managers remove presumption to enable change?

Answer 16

Managers can open people’s minds to challenge habitual behaviors and encourage them to think differently about what needs to happen, rather than continuing with old ways simply because “that’s how it’s always been.”

Question 17

Levers for strategic change

Why is it important for managers to change routines and operations?

Answer 17

Managers must identify and address routines that hinder change, even if people believe they provide a competitive advantage. Educating and communicating the rationale for change ensures everyone understands why it’s necessary.

Question 18

Levers for strategic change

How do managers adapt expected outcomes during strategic change?

Answer 18

Managers need to recognize when original objectives are no longer relevant or appropriate and adjust them to align with new strategic goals or circumstances.

Question 19

Managing human resistance to change

What are the two types of resistance to change?

Answer 19

Resistance to change can be overt (visible hostility) or implied (suggested but not directly stated).

Question 20

Managing human resistance to change

What is the difference between immediate and deferred resistance?

Answer 20

: Immediate resistance occurs right away, while deferred resistance is delayed, often lasting for weeks or longer.

Question 21

Managing human resistance to change

What are the five stages of grief in the transition curve of change?

Answer 21

Denial – A temporary defense where the change is not accepted.
Anger – When the reality of change sets in and blame is directed outward.
Bargaining – Attempts to delay change by making deals or promises.
Depression – The realization that bargaining won’t work, leading to feelings of loss and demotivation.
Acceptance – A resigned acceptance of change, often accompanied by exploration of new possibilities.

Question 22

Managing human resistance to change

How can emotional intelligence help in managing resistance to change?

Answer 22

Emotional intelligence helps managers anticipate emotional responses to change, allowing them to plan how to handle interpersonal reactions thoughtfully and empathetically.

Question 23

Managing strategic change effectively

What is Mintzberg’s “Change Cube”?

Answer 23

The “Change Cube” model by Mintzberg identifies two dynamics for managing strategic change: formal (education, training) vs. informal (coaching, mentoring) and conceptual (strategy, culture) vs. concrete (structure, systems, people). It helps identify conflicts between these dimensions within an organization.

Question 24

Managing strategic change effectively

What is Beer et al’s approach to effective change?

Answer 24

Beer et al (1990) advocate for a bottom-up approach to change. Managers must first help employees understand what is wrong with the organization and what must be improved. This fosters a climate of change, builds momentum, and ensures changes are monitored and adjusted once implemented.

Question 25

Managing strategic change effectively

What are the eight stages of change according to Kotter?

Answer 25

Kotter’s eight stages are:

Establish a sense of urgency – Communicate the need for change.
Form a leading team – Create a coalition to guide and coordinate.
Create a vision – Clarify the desired future state.
Communicate the vision – Use two-way communication.
Empower and involve others – Involve those affected by change.
Create short-term wins – Reward progress to build momentum.
Implement and consolidate – Drive change relentlessly.
Embed the change – Reinforce changes and prevent regression.

Question 26

Managing strategic change effectively

What are the two key dynamics to consider when developing a change programme?

Answer 26

The two key dynamics in a change programme are:

The process – How the change is structured and managed.
The people – How the change impacts and involves individuals within the organization.