Week 11 Leadership and Change

Question 1

Name the different types of strategic change. AERR

Answer 1

Adaption - increment, keep (culture)
Evolution - increment, new
Reconstruction - rapid, keep
Revolution - rapid, new

Question 2

The difficulty and effectivness of a change program is contingent on cultural influences.

Name the change kaleidoscope (TSPD CCRP)

Answer 2

• Time – how quick is change required
• Scope – how much change needed
• Preservation – what needs to be maintained
• Diversity – homogenous staff?
• Capability – staff and mment able?
• Capacity – resources available
• Readiness – staff receptive?
• Power – change leader have power to affect it?

Question 3

Define a forcefield analysys.

Answer 3

Identifies factors for and against change and thus measures required to facilitate it.

Question 4

Strategic leadershop is influencing an org toward achieving it’s aims and goals. What are the 3 key roles in this?

Answer 4

• Envisioning strategy – clear vision to stakeholders
• Aligning org to deliver – foster commitment, motivation, relationships
• Embody change – role model

Question 5

What are the roles of managers and outsiders in managing change?

SRA CDC

Answer 5

Mgers mediate between decision makers and operating level.
• Sense making
• Reinterpret and adjust as events unfold
• Advise senior managment

Outsiders introduce new ideas/approahces
• Change capabilities
• Diversity of ideas and experience
• Challenge convention

Question 6

Name the different styles of strategic change leadership

ECPDC

Answer 6

Generics:
Theory E - economic (top down, cost cuts etc)
Theory O - org capabilities (eg culture, learning)

Specifics (ECPDC)
Eductation
Collaboration
Participation (leader controls)
Direction
Coercion

Question 7

How does context influence leadership style?

PCDE

Answer 7

Circumstances vary, calling for varied leadership styles.

Extend of org readiness (x axis) vs capability (y):
Particiption
Collaboration
Direction
Eductatoin

Question 8

Most change initiatives rely on multiple levers. List them.

CCP SPC

Answer 8

Compelling case
Challenge conventions
Process reengineer

Symbolic change - rituals, environment, language
Politics - resources, s/holders, alliances
Change tactics (eg timing strategy and galvanising with visible wins)

Question 9

What is the nature of turnaround change management?

Answer 9

Stabilising the patient. Speed, costs, revenue are key.

Question 10

What is the nature of revolutionary change management?

Answer 10

Fast change including cultural change but the need for change doesn’t seem as urgent.

Question 11

How can evolutionary strategic change be managed?

Answer 11

Transformational change in increments.

Stages
Burn bridges to galvanise
Mment commitment
Hearts and minds (culture, education, participation)

Question 12

Why do change programmes fail?

ARF DBMT

Answer 12

Many reasons:

Analysis paralysis
Reinterpreted
Focus

Disconnect
Buyin lacking
Misread scrutiny for resistance
Trust issues