Lesson 6: Change And Leadership Flashcards
What are some challenges in the improvement process?
- convincing people there’s a problem- use hard data, get emotional engagement, describe benefits according the the roles and group values
- convincing people of a solution- be prepared with clear facts, have convincing measures of impact, have a take home message
- data collection/ monitoring- invest in data, have good planning, create responsibility for accurate data input, be prepared to train others
- Projectness and ambitions- keep the goal realistic, focus on brining everyone with you, consider sustainability, appreciate skill mix within the workforce
- organisational context, professions and leadership- help staff understand the full demands of the project, don’t withhold information, provide ongoing support, focus on engagement
- tribalism/ lack of staff engagement- clarify who owns the problem/ solution, understand professional boundaries, develop a common goal, have clear responsibility
- leadership- have a clear vision, be sensitive of others, listen more than you talk, orientate inclusion
- incentivise participation/ hard edges- appreciate those who are intrinsically involved provide meaningful rewards, use the stick judiciously (?)
- secure sustainability
- side effects of change
What makes a change seem valuable?
- not too complex too understand
- believe in the change
- there’s a clear benefit
- less of a burden
- makes clear sense
- it fits into already developed processes
- the benefits outweighs the costs
Building blocks for change
- Inspiring and supportive leadership
- Collaborative working
- Flexible and adaptability
- Smart use of resources
- Relational leaderships
- Autonomy and trust
- Challenge the status quo
- A call to action
- Foster and open culture
- Nurture your people
- See the bigger picture
- Thought diversity
what is the organism metaphor
an organisation is like a brain, an organism, an ecosystem. no longer separate components but complex networks, feed back loops allows self regulation, aim is a stable equilibrium or homeostasis. focus is alignment of individual and organisational purpose
what do it means when it says people in the organisation as organism
no long cogs in a machine, thinking and feeling beings, needs and desires, need to be valued and engaged, work should be fulfilling and able to learn and adapt if conditions right
what does it mean by the lifecycle of the organisation as organism
nature cycle of birth, growing, maturing, death and rebirth. change is a way to survive. fit for purpose, best fit
what does it means when they say leadership in the organisation as organism?
- context is important as leaders need to adapt their style appropriately.
- situational leadership
- leadership behaviour can be learned and developed
- leaders monitor and notice what is happening internally and externally
- use coaching and nurturing
what does it mean by leading change in complex responsive process
- change happens through conversation and relationships
- shifting of stuck patterns
- leader can’t be in all those conversations
- leader creates conditions for change
- malcolm gladwell
- small difference can escalate into major, unpredictable change
what factors affects decision quality?
- information
- tradeoffs
- reasoning
- commitment
- frame
- alternatives
what are the key principles of change for the machine
- use planning to create a shared understanding of what is intended
- plans can help reduce anxiety what is going to happen
- plans needs to flex, be responsive, as the change proceeds
- power dynamics constrain relationships and therefore
change
what are the key principles of change for the organism?
- people, places and processes are interconnected
- approaches to change should be appropriate for the context
- forcing best practice might not be the right way to go
- people can create change, growth or development through their creativity
- creating right conditions for learning and encourage new ideas
what are the key principles of change in the complex responsive process model
- accept the unpredictability and uncertainty of the world
- gesture and response between people leads to creation of shared meaning
- how people think and talk has practical consequences
- leaders are in charge but not in control
leaders gestures are amplified due to power dynamics - leaders can influence change through story telling
- leaders can create change by increasing uncertainty
what key qualities or features are vital for leading change?
- create conditions for those around you to
- have plans but recognise they might not happen
- plans are important to signal intent and direction of travel
- have insight into your behaviours and actions- they are influential
- be connected to those around you
- be aware of context and environment that you are trying to influence
- encourage experimentation and creativity
What does it mean above the water line
- formal, designed
- organisational charts, formal meetings
- logos, value statement, marketing
- buildings, signage and uniforms
what does it means when it is below the water line?
- informal, messy
- everyday human interactions
- territory, power plays, politics
- the way they get things done ‘in reality’
- stories, metaphors, heroes, villans, language
- conscious and unconscious mindsets that are played out
