Week 4 Flashcards
How to integrate sustainability goals?
Anchoring
Embedding
Engage
Theories of leadership
Transactional
Distributed
Enabling
Transformational
Complexity
Transactional leadership
influences other by giving something what they want
Distributed leadership
multiple leaders within one group
enabling leadership
create structures, rules, interactions, and cultural characteristics that support the leadership actions of others
transformational leadership
have the ability to motivate others to perform their best
complexity leadership
leaders trying to make a path out of the chaos that is in the firm
Leadership throughout the phases of the model
Compliance phase: transactional/distributed
Efficiency phase: distributed/enabling
Strategic proactivity stage: enabling/transformational
Sustaining corporation phase: transformational/complexity
Key factors in change agent competency
- Goal clarity
- Role clarity
- Relevant knowledge
- Relevant competencies and resources
- Self-esteem
- Achieving mastery
- Starting with self-leadership
Skill and abilities needed
- A well developed, systematic theoretical position
- A model of the ideal sustainable organization
- The ability to question and listen to others
- The ability to use varied data sources and methods of analysis
- The ability to convey a concise diagnosis
- The ability to monitor and evaluate the change process
- Skills of effective communication
- Skills of managing stakeholder relationships
- Skills of project management
Internal change agent role
o Line roles: the board of management, CEO etc.
o Staff support roles: HR, OD etc
External change agent roles
- External: politicians, bureaucrats and regulators, investors etc.
OD techniques to deal with resistance to change (6)
Education and communication
Participation and empowerment
Facilitation
Bargaining and negotiation
Manipulation
Coercion
OD techniques to promote change
Counseling
Sensitivity training
Process consultation
Team building
Intergroup training
Organizational mirroring
OD technique for total organization interventions
Organizational confrontation meeting
Reaction process on change
initial denial
resistance
gradual exploration
enventual commitment
11 cognitive distortions
- Tunnel vision
- Selective abstraction
- Arbitrary inference
- Overgeneralization
- Polarized thinking
- Magnification
- Biased explanations
- Negative labelling
- Personalization
- Mind reading
- Subjective reasoning
10 irrational ideas
Needs approval
Fears failure
Blames self, others or unkind fate
Feels depressed and miserable when frustrated
Does not control one’s destiny
Preoccupied with anxiety
Avoids life’s difficulties
Influenced by personal history
Does not accept reality
Inert and passive existence
Results of irrational ideas and change
Irrational ideas are associated with change
The higher the irrational ideas the higher the resistance to change
Emotion increases the association.
Blaming, being inert and passive and not controlling one’s destiny has the highest correlation
Seven steps to minimize irrational beliefs
- Fully acknowledge that hey alone are largely responsible for their own emotion and behavior
- Accept that they have the ability to significantly change their own emotion and behavior
- Recognize that emotional and behavioral disturbances largely stem from irrational beliefs
- Become aware of his or her commonly used irrational beliefs
- Have the courage and willingness to actively challenge these beliefs
- Acknowledge that in order to change it will be necessary for them to work hard at counteracting their dysfunctional thoughts
- Practice the previous steps by challenging and acting on irrational thoughts and beliefs on a continual basis
4 theories of change
Cognitive dissonance
Depth of intervention
Psychological contract
Dispositional resistance
Forces for change
Competitive, economic, political, global, demographic, social, ethical
Resistances to change
Organizational
- structure (mechanistic or organic)
- culture
- strategy
Functional
- Differences in subunit orientation (tunnel vision)
- Power and conflict
Group
- Norms
- Cohesiveness
- Group thinking
Individual
- Cognitive biases
- Uncertainty and insecurity
- Selective perception and retention
- Habit
Integrating a sustainability strategy into the business
- Governance strucutres
- Codes of conduct/ethics statement
- Management systems
Managers vs leaders
Focus on present vs future
Focus on stability vs change
Implement policies vs create culture
Remain objective vs establish emotional link
Use power of position vs use personal power
Sustainability blunders
- no one challenges the old (linear) paradigm
- Separated units deal with different function
- lack of clarity about goals (no vision)
- focus on managing effects and not the causes.
- Employees need to appreciate and value reasons for change. They need a lot of information, but often organizations do not communicate effectively.
- no value learning (from failure)
- sustainability should be institutionalized
Kotters 8 steps for leading change
Set the Stage
1. Create a Sense of Urgency
2. Pull Together the guiding Team Decide
What to Do
3. Develop the Change Vision and Strategy
Make it Happen
4. Communicate for Understanding and Buy In
5. Empower Others to Act
6. Produce Short-Term Wins
7. Don’t Let Up
Make it Stick
8. Create a new culture
