Chapter 11 Leadership - Leading change

TABLE OF CONTENT
SUMMARY
LEADERSHIP MEANS LEADING
CHANGE
A FRAMEWORK FOR CHANGE
USING APPRECIATIVE
INQUIRY
LEADING CREATIVITY FOR
CHANGE
IMPLEMENTING CHANGE

SUMMARY
 The important point of this chapter is
that tools and approaches are
available to help leaders facilitate
creativity and change. The
increased pace of change in today’s
global environment has led to even
greater problems for leaders
struggling to help their organizations
adapt. Many people have a natural
resistance to change, but leaders
can serve as role models to facilitate
change.

SUMMARY
 Leaders who can successfully
accomplish change typically define
themselves as change leaders, describe
a vision for the future in vivid terms, and
articulate values that promote change
and adaptability. Change leaders are
courageous, are capable of managing
complexity and uncertainty, believe in
followers’ capacity to assume
responsibility for change, and learn from
their own mistakes.

SUMMARY
 Major changes can be particularly difficult to
implement, but leaders can help to ensure a
successful change effort by following the
eight-stage model of planned change—light
a fire for change; get the right people on
board; develop a compelling vision and
strategy; go overboard on communication;
empower employees to act; generate short-
term wins; keep up the energy and
commitment to tackle bigger problems; and
institutionalize the change in the
organizational culture.

SUMMARY
 An exciting approach to change
management known as appreciative
inquiry engages individuals, teams, or
the entire organization in creating
change by reinforcing positive
messages and focusing on learning
from success. Rather than looking at a
situation from the viewpoint of what is
wrong and who is to blame, AI takes a
positive, affirming approach and follows
the stages of discovery, dream, design,
and destiny. AI is powerful for leading
both major changes and smaller,
everyday changes.

SUMMARY
 Leading creativity for change and innovation
is a significant challenge for today’s leaders.
Leaders instill creative values in particular
departments or the entire organization by
fostering a creative culture and promoting
collaboration. Although some people
demonstrate more creativity than others,
research suggests that everyone has
roughly equal creative potential. Leaders
can increase individual creativity by
facilitating brainstorming, promoting lateral
thinking, enabling immersion, allowing
pauses, and fostering creative intuition.

SUMMARY
 Implementation is a critical aspect of any
change initiative. Leaders should strive to
understand why people resist change. For
something new to begin, something old has
to end, and most people have a hard time
letting go of something they value. Leaders
can help people change by changing
emotions so that people can let go of the old
and embrace the new. They can provide a
positive emotional attractor, supportive
relationships, repetition of new behaviors,
participation and involvement, and after-
action reviews.

SUMMARY
 Many managers already have the qualities
needed to be effective leaders, but they may not
have gone through the process needed to bring
these qualities to life. Leadership is an intentional
act. It is important to remember that most people
are not born with natural leadership skills and
qualities, but leadership can be learned and
developed through study and experience.

LEARNING OUTCOME
After studying this chapter, you should be able to:
 Recognize the environmental forces creating a
need for change in today’s organizations.
 Describe the qualities of a change leader and
how leaders can serve as role models for
change.
 Implement the eight-stage model of planned
change.
 Use appreciative inquiry to engage people in
creating change by focusing on the positive
and learning from success.

LEARNING OUTCOME
 Apply techniques of enabling immersion,
facilitating brainstorming, promoting lateral
thinking, allowing pauses, and nurturing
creative intuition to expand your own and
others’ creativity and facilitate organizational
innovation.
 Provide a positive emotional attractor,
supportive relationships, repetition of new
behaviors, participation and involvement,
and after-action reviews to overcome
resistance and help people change.

INTRODUCTION
 Marvin Ellison, CEO of J.C. Penney,
declared that the company is in solid
rebuilding mode after spending several
years undoing the damage caused by a
turnaround strategy that almost killed the
company. The previous CEO tried to
implement difficult, radical changes—and
failed. Many mistakes were made in
advertising, product selection, and customer
treatment. When it comes to radical change,
it’s difficult to “get it right.”

LEADERSHIP
MEANS LEADING
CHANGE

LEADERSHIP MEANS
LEADING CHANGE
Leaders make sure
organizations change
to respond to threats,
opportunities, or shifts
in the environment.

FORCES DRIVING THE NEED FOR
CHANGE LEADERSHIP

RESISTANCE IS REAL
Resistance to
change is
common. Most
people naturally
resist change

RESISTANCE IS REAL
 Leaders should be able to show people
why a change is needed.
 They should be prepared for resistance
and find ways to enable people to see
the value in changes needed to
succeed
Describe the qualities of a change leader and how leaders
can serve as role models for change.

RESISTANCE IS REAL
Video Time – “How to Deal with
Resistance to Change”
 When it comes to change, we tend to naturally resist it.
However, the reasons for resistance to change are not
always what you might think. Change advocate Heather Stagl
encourages us to think about the hidden resistance to
change.
 As founder of Enclaria, Heather Stagl equips individuals and
teams to influence change at work through individual
coaching, team workshops, and training programs. Heather is
a blogger and radio host of the "Influence Change at Work"
show on BlogTalkRadio. She is the author of 99 Ways to
Influence Change and the change management toolkit, the
Irresistible Change Guide. After moving to Atlanta, she
conducted a research and training program on strategy
execution at Balanced Scorecard Collaborative. She holds a
Bachelor of Science in Industrial Engineering from
Northwestern University and an MBA in Leadership and
Change Management from DePaul University. Heather
completed coach training at The Coaches Training Institute.
She was the 2011 Chair of Organization Change Alliance, a
learning community of organization development practitioners
in Atlanta.

LEADER AS A CHANGE AGENT
Key
Characteristics
of Successful
Change
Leaders:
They define
themselves as
change leaders
rather than
people who want
to maintain the
status quo.
They
demonstrate
courage.
They believe in
employees’
capacity to
assume
responsibility.
They can
assimilate and
articulate values
that promote
adaptability.
They recognize
and learn from
their own
mistakes.
They are
capable of
managing
complexity,
uncertainty, and
ambiguity.
They have vision
and can describe
their vision for
the future in vivid
terms.

Discussion Question
 As a leader, how might you overcome your
own felt resistance to a change from above
and act as a role model for implementing the
change?

Discussion Question
A leader must be prepared for resistance to a change from employees and
find ways to enable people to see the value in changes that are needed for
the organization to succeed. To act as a role model for implementing a
change, leaders must:
 define themselves as change leaders rather than people who want to
maintain the status quo.
 demonstrate courage.
 believe in employees’ capacity to assume responsibility.
 be able to assimilate and articulate values that promote adaptability.
 recognize and learn from their own mistakes.
 be capable of managing complexity, uncertainty, and ambiguity.
 have a vision and be able to describe their vision for the future in vivid
terms.

Discussion Question
 Is the world really changing faster today, or
do people just assume so?

Discussion Question
The world is changing faster today as a result
of technology. Rapid technological changes, a
globalized economy, changing markets, and e-
commerce create more threats as well as more
opportunities. Advanced information
technology improves productivity, customer
service, and competitiveness, but because
technology changes so rapidly, leaders must
adopt new ways of doing business. The
Internet and e-commerce have increased
domestic and international competition and
challenged organizations to deliver goods and
services rapidly

Discussion Question
 Do you believe the Wall Street meltdown of
2008 will lead to any lasting changes in U.S.
financial services institutions? What kinds of
lasting changes do you envision? What
about companies in other industries?

Discussion Question
There will be greater transparency in U.S.
financial institutions because of relentless
media coverage. As long as Americans
express their outrage over bonuses given to
executives of financial institutions that received
taxpayer funds, the pressure will force financial
institutions to tie bonuses to performance. A
greater degree of transparency will be a lasting
change.

A FRAMEWORK FOR CHANGE
Leaders should
recognize three
things about the
change process:
(3) Each stage
may require a
significant amount
of time
(2) Each stage is
important
(1) The change
process goes
through stages

THE EIGHT-STAGE MODEL OF
PLANNED ORGANIZATIONAL
CHANGE
Sources: Based on John P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996), p. 21.

LEADING CHANGE
Video Time – John Kotter on
Leading Change
 John P. Kotter is internationally known and
widely regarded as the foremost speaker on
the topics of leadership and change. His is
the premier voice on how the best
organizations actually achieve successful
transformations. The Konosuke Matsushita
Professor of Leadership Emeritus at the
Harvard Business School, and a graduate of
MIT and Harvard, Kotter's vast experience
and knowledge on successful change and
leadership have been proven time and again.
Most recently, Kotter has been involved in the
creation and co-founding of Kotter
International, a leadership organization that
helps Global 5000 company leaders develop
the practical skills and implementation
methodologies required to lead change in a
complex, large-scale business environment.

CHANGE
John Kotter
developed a model
that can help
leaders navigate
the change
process

CHANGE
Light a fire for change.

CHANGE
Get the right people on
board.

CHANGE
Paint a compelling picture.

CHANGE
Communicate,
communicate,
communicate.

CHANGE
Get rid of obstacles
and empower people
to act.

CHANGE
Achieve and celebrate
quick wins.

CHANGE
Keep it moving.

CHANGE
Find ways to make
the changes stick.

CHANGE
As a leader, you can develop the personal
characteristics to be a change leader. To
improve the success of a major change, you
can follow the eight-stage model for leading
change, remembering to devote the necessary
time, energy, and resources to each stage.

CHANGE
Stages in the change
process generally overlap,
but each of these steps is
important for successful
change to occur. Leaders
can use the eight-stage
change process to provide a
strong foundation for
success.

USING APPRECIATIVE
INQUIRY
Appreciative inquiry (AI)
engages individuals, teams, or
the entire organization in creating
change by reinforcing positive
messages and focusing on
learning from success. AI takes a
positive, affirming approach.
Frame a topic to investigate what
is right rather than what is wrong.

APPLYING APPRECIATIVE
INQUIRY ON A LARGE SCALE
AI can accelerate large-
scale organizational
change by positively
engaging a large group
of people in the change
process.

FOUR STAGES OF APPRECIATIVE
INQUIRY
Source: Based on Gabriella Giglio, Silvia Michalcova, and Chris Yates, ‘‘Instilling a Culture of Winning at American Express,’’ Organization
Development Journal 25, no. 4 (Winter 2002), pp. 33–37

FOUR STAGES OF
APPRECIATIVE INQUIRY
After a topic has been
identified for exploration,
the group follows a four-
stage AI process

FOUR STAGES OF
Discovery. Identify “the best
of what exists”—the
organization’s key strengths
and best practices.

FOUR STAGES OF
Dream. Reflect on what
was learned during the
discovery stage and
imagine what it would be
like if these extraordinary
experiences were the
norm.

FOUR STAGES OF
Design. Formulate
action plans for
transforming dreams
into reality.

FOUR STAGES OF
Destiny. Create a
destiny by
translating the ideas
identified in the
previous stages into
concrete action
steps.

INQUIRY EVERY DAY
Leaders can use the tools of
AI for a variety of everyday
change initiatives. The key
is to frame the issue in a
positive way and keep
people focused on
improvement rather than
looking at what went wrong.

INQUIRY EVERY DAY
Developing followers
Strengthening teamwork
Solving a particular work
issue
Resolving conflicts

Discussion Question
 How are Kotter’s eight-stage framework for
change and the AI method similar? How are
they different? Explain.

LEADER AS A CHANGE
AGENT
Discussion Question
Similarities between Kotter’s eight-
stage framework and the AI
method:
 Use a step-by-step process.
 Empower employees.
 Have a shared commitment for
change.
 Instill hope.
 Translate ideas into specific
actions for change.
Differences:
 Kotter’s framework:
 is more leader-driven.
 establishes the leader’s vision.
 has employees implement the vision.
 has a greater sense of urgency for change.
 relies on short-term gains to tackle future
problems.
 Appreciative inquiry:
 engages individuals, teams, or the entire
organization in creating change.
 reinforces positive messages.
 focuses on learning from success.
 uses stories of outstanding leadership.
 includes outside stakeholders.

Discussion Question
 Think of a problem situation you would like
to change at work, school, or home and
describe how you would provide a positive
emotional attractor for this change.

LEADER AS A CHANGE
AGENT
Discussion Question
For example, the problem may be that the
Allegro Chorale needs more members.
 Discovery. People identify the organization’s
key strengths and best practices.
 The Allegro Chorale sings multicultural music
because its mission is “Music Unites Us.” The
aim is to encourage diversity in the chorale
by singing works in different languages.
 Dream. People reflect on what they learned
during the discovery stage and imagine what
it would be like if these extraordinary
experiences were the norm.
 The Allegro Chorale would have a
membership of 70+ singers to include the
minorities represented in West Texas,
especially Hispanics and African Americans.
The chorale would have more age diversity
to include more members in the 18 to 45 age
group.
 Design. The design stage formulates action plans
for transforming dreams into reality—making
decisions about what the organization needs to
do in order to be what it wants to be.
 The Allegro Chorale needs to change its
rehearsal venue at Midland College and
rehearsal time to appeal to those who do not
want to drive to Midland and get home at 10:00
P.M.
 Destiny. Translating the ideas identified in the
previous stages into concrete action steps—
creating specific programs, activities, and other
tangible forces that will implement the design and
ensure the continuation of change.
 The Allegro Chorale will use different rehearsal
venues and different rehearsal times to attract
new members.

LEADING CREATIVITY FOR
CHANGE
 Creativity is the generation of new ideas
that are both novel and useful for improving
efficiency or effectiveness of an
organization. Creativity is a process rather
than an outcome.

CHANGE
Discussion Question
 Planned change is often considered ideal.
Do you think unplanned change could be
effective? Discuss. Can you think of an
example?

CHANGE
Discussion Question
 Unplanned change is effective because it is essentially
the result of creativity. Successful leaders find ways to
encourage the development and sharing of new ideas,
which often start out as unplanned change. The American
Management Association asked 500 CEOs the question:
“What must one do to survive in the twenty-first century?”
The top answer was “practice creativity and innovation.”
One of the best ways to facilitate continuous change is to
create an environment that nourishes creativity.
 An example of unplanned change is 3M’s Post It “sticky”
notes. This innovation started out as the result of a
market-driven need—a bookmark that would not fall out
of the book when opened. The Post It note was to stick to
the page without leaving a mark or tearing the page.
From this unplanned idea for change grew a
communication tool that has become a basic office supply
item for businesses, schools, and homes. It should be
noted that once an unplanned change takes hold, it is
incorporated into the planning process.

INSTILLING CREATIVE
VALUES
Leaders can build an
environment that encourages
creativity and innovation. This
spreads values for creativity
throughout the organization.

INSTILLING CREATIVE VALUES
Video Time – “Igniting Creativity to Transform
Corporate Culture”
 History has repeatedly taught us that it often takes great
courage to bring about great change. This fact is literally
and figuratively embodied in the work of product design
innovator and tri-athlete Catherine Courage.
 Catherine Courage.
 A 13 year resident of Silicon Valley, Catherine is currently
a leader for a Silicon Valley product design group.
Selected as one of Silicon Valley's "40 Under 40" young
tech leaders, Catherine has worked passionately to fuse
world-class product design with exceptional customer
experience. Her vision has inspired her to co-author a
book, as well as speak at Stanford University, the
California College of the Arts, C100, 48 Hrs in the Valley,
Tech Women Canada and FUSE. In addition to all this,
she is also an advisor to several entrepreneurial groups
and serves on the board of the Leukemia and Lymphoma
Society. Catherine strives for no less than to transform the
corporate culture in Silicon Valley, and beyond, by using
great design as the driving force for change. Catherine
embodies the courage and energy vital to building a
brighter future.

CHANGE
To instill
creative
values:
Foster a
creative
culture
Promote
collaboration

FOSTER A CREATIVE
CULTURE
Leaders can build an
environment that encourages
creativity and innovation. This
spreads values for creativity
throughout the organization.

FOSTER A CREATIVE
CULTURE
An idea incubator
provides a safe harbor
where ideas from people
throughout the
organization can be
developed without
interference from
company bureaucracy or
politics.

FOSTER A CREATIVE
CULTURE
 Corporate entrepreneurship is internal
entrepreneurial spirit that includes
values of exploration, experimentation,
and risk taking. To build a culture that
encourages corporate entrepreneurship,
leaders encourage the creative spirit of
all employees by promoting cultural
values of curiosity, openness,
exploration, and informed risk taking.
One important outcome of
entrepreneurship is to facilitate idea
champions.

FOSTER A CREATIVE
CULTURE
Idea champions are people
who passionately believe in
an idea and fight to
overcome natural resistance
and convince others of its
value. A creative culture is
an open culture that
encourages people to look
everywhere for new ideas.

PROMOTE COLLABORATION
Create cross-functional teams
and self-managed teams
Remodel spaces so people
from different areas work side
by side
Use internal Web sites that
encourage cross-
organizational collaboration
Speedstorming

Collaboration promotes
creativity. Speedstorming
uses a round-robin format to
get people from different
areas talking together,
generating creative ideas,
and identifying areas for
potential collaboration.

As a leader, you can help the
organization be more innovative. You can
encourage values of curiosity, openness,
and exploration, and give employees
time to work with people outside their
normal areas. You can build in
mechanisms for cross-functional
collaboration and information sharing.

FOSTER CREATIVITY
Read an Article
 What could your company do
with a little extra creative
genius? By establishing a
creativity-friendly work culture,
the possibilities could be
immeasurable. Here are four
ways to encourage the best
creativity from your employees.
 Read the article entitled “Do
These 4 Things To Foster New
Creativity”

FOSTER A CREATIVE
CULTURE
Discussion Question
 Why are idea champions important for a
creative culture? Do you think these people
would be more important in a large
organization or a small one? Discuss.

FOSTER A CREATIVE
CULTURE
Discussion Question
 Idea champions are important for a creative
culture in organizations of all sizes. The
global marketplace is so competitive that
companies must provide creative products
and services at competitive prices to survive.

LEADING CREATIVE PEOPLE
 Anyone can learn to
be creative. Leaders
can help individuals
be more creative by
facilitating
brainstorming,
promoting lateral
thinking, enabling
immersion, allowing
pauses, and
nurturing creative
intuition.
Leaders
can help
individuals
be more
creative by
nurturing
creative
intuition
allowing
pauses
enabling
immersion
promoting
lateral
thinking
facilitating
brainstorming

Brainstorming
A technique that uses a
face-to-face group to
spontaneously suggest a
broad range of ideas to
solve a problem

KEYS TO EFFECTIVE
BRAINSTORMING
No criticism
Freewheeling
is welcome
Quantity
desired

Electronic
brainstorming
Bringing people together
in an interactive group
over a computer network;
sometimes called
brainwriting

TOOLS FOR HELPING PEOPLE
TO BE MORE CREATIVE

Discussion Question
 How could you increase the number of novel
and useful solutions you can come up with
to solve a problem?

Discussion Question
 Leaders can increase individual creativity by
facilitating brainstorming, lateral thinking, and
creative intuition. Many organizations set up separate
creative departments or venture teams. An idea
incubator is a safe harbor where ideas from
employees throughout the organization can be
developed without interference from company
bureaucracy or politics. Another way is to facilitate
idea champions, people who passionately believe in
a new idea and actively work to overcome obstacles
and resistance. Leaders can also provide employees
with diverse stimuli by rotating people into different
jobs, allowing them time off to participate in volunteer
activities, and giving them opportunities to mix with
people different from themselves. Organizations can
give people opportunities to work with customers,
suppliers, and others outside the industry.

PROMOTE LATERAL
THINKING
 Lateral thinking is a set of systematic
techniques used for changing mental
concepts and perceptions and generating
new ones. Companies have trained people
to use lateral thinking. To stimulate lateral
thinking, leaders provide people with
opportunities to use different parts of their
brain and, thus, to make novel, creative
connections. For example, an exercise of
considering opposites will stretch the mind in
a lateral direction.

PROMOTE LATERAL
THINKING
As a leader, you can expand the
creative potential of people in the
organization by facilitating
brainstorming, promoting lateral
thinking, enabling immersion, allowing
for pauses, and fostering creative
intuition.

LATERAL THINKING
CHECKLIST
Source: Based on Alex Osborn, Applied Imagination (New York: Charles Scribner’s Sons, 1963).

PROMOTE LATERAL
THINKING
Right now, see if you can think of three
additional opposites in each of the
categories of physical, biological,
management, and business. Look at
opposites to stretch your thinking for a
problem you face.

ENABLE IMMERSION
 Immersion means to go deeply into a single
area or topic to spark personal creativity,
which has been called thinking “inside the
box.” One approach to immersion is to focus
on the internal aspects of a situation or
problem. Another way to get people to break
out of habitual thinking patterns and
ingrained perceptions is to immerse them in
new experiences that give them a different
perspective on a familiar topic.

ALLOW PAUSES
 A pause is taking time off from working on a
problem and changing activities. Allowing
pauses activates different parts of the brain.
Exercise is often considered a good way to
give the mind a chance to work freely.

NURTURE CREATIVE INTUITION
 The creative flash of insight leaders want to
awaken is actually the second stage of
creativity. The first stage is data gathering.
The mind is gathering data constantly,
especially when studying background
material on a problem. Then the creative
insight bubbles up as an intuition from the
deeper subconscious. Creative intuition has
a broader reach than any analytical process
focused solely on the problem at hand.
Data
gathering
Flash of
insight

PROMOTE LATERAL
THINKING
Provide a positive emotional attractor,
supportive relationships, repetition of
new behaviors, participation and
involvement, and after-action reviews
to overcome resistance and help
people change.

PROMOTE LATERAL THINKING
Video Time – “Six Keys to Leading Positive
Change”
 From the power of presence to the power of
voice, leadership expert and Harvard Business
School professor Rosabeth Moss Kanter
discusses the process of making a difference in
the world. Kanter uses the stories of great leaders
and ordinary people to reveal the six success
factors that are the keys to positive change,
including lining up partnerships, managing the
miserable middles of change, and sharing
success with others. This uplifting talk from
TEDxBeaconStreet will inspire you to lead and
take action.
 Leadership expert Rosabeth Moss Kanter is a
professor at the Harvard Business School, Chair
and Director of the Harvard University Advanced
Leadership Initiative, and author of "Confidence:
How Winning Streaks and Losing Streaks Begin
and End" and "SuperCorp: How Vanguard
Companies Create Innovation, Profits, Growth,
and Social Good."

IMPLEMENTING CHANGE
 Leaders frequently see innovation,
change, and creativity as a way to
strengthen the organization, but
many people view change only as
painful and disruptive. Leaders
should understand that resistance to
change is natural—and that there
are legitimate reasons for it.
How this example relates to resistance to
change?

PERSONAL COMPACT
 The underlying reason why
employees resist change is that it
violates the personal compact
between workers and the
organization. Personal compacts
are the reciprocal obligations and
commitments that define the
relationship between employees
and organizations.

HELPING PEOPLE CHANGE
Changing behavior always
depends on changing people’s
emotions about the situation.
People have to psychologically
and emotionally let go of the old
before they can embrace the
new.

ENDINGS PRECEDE BEGINNINGS
FOR SUCCESSFUL CHANGE
Source: Based on ideas in William Bridges, Managing Transitions: Making the Most of Change (Cambridge, MA: Da Capo Lifelong Books, 2009).

HELPING PEOPLE CHANGE
In organizations,
changes in job design,
technology, or structure
can cause resistance
for several reasons:
People will no longer
have the same type of
power or prestige they
once had.
Imposed change
causes a loss of control
over their lives and
circumstances.
People have to give up
their stable routines.

THE KEYS THAT HELP
PEOPLE CHANGE
Most people have a
hard time changing
even when told that
not changing will
have serious
consequences. Five
elements help
change people’s
thinking and
behavior
Five elements
help change
people’s
thinking and
behavior:
Apply after-
action
reviews.
Involve
people
early.
Make sure
people have
a support
system.
Use
repetition.
Provide a
positive
emotional
attractor.

THE KEYS THAT HELP
PEOPLE CHANGE
As a leader, you can understand the
reasons for resistance to change and
use tools such as a positive emotional
attractor, supportive relationships,
repetition, involvement, and after-
action reviews to help people change.

THE KEYS THAT HELP
PEOPLE CHANGE
The nature and pace of change
in today’s environment can be
exhilarating, but it can also be
inconvenient, painful, and
downright scary. Savvy leaders
can help people navigate the
change process and make it
successful.

THE KEYS THAT HELP
PEOPLE CHANGE
Discussion Question
 Of the five elements that help people change
(positive emotional attractor, supportive
relationships, repetition of new behaviors,
participation and involvement, and after-
action reviews), which do you think leaders
are most likely to overlook? Why?

THE KEYS THAT HELP
PEOPLE CHANGE
Discussion Question
Leaders may most likely overlook the after-action review
of a change. Once the change has been implemented,
leaders might just assume the outcome of the change
and not analyze what worked, what didn’t, and what can
be learned from the process. An excellent mechanism
for evaluation and feedback of a change is the after-
action review. After every identifiable activity—whether
in field operations or training simulations—leaders
should take 15 minutes to ask four simple questions:
 What was supposed to happen?
 What actually happened?
 What accounts for the difference?
 What can we learn?

THE KEYS THAT HELP
PEOPLE CHANGE
Discussion Question
 How would you suggest a leader overcome
resistance to a change that is going to cause
some people to lose their jobs?

THE KEYS THAT HELP
PEOPLE CHANGE
Discussion Question
 Employees resist change because it violates
personal compacts, the reciprocal
obligations and commitments that define the
relationship between employees and the
organization. Leaders can overcome this
resistance through communication and
training, employee participation and
involvement, and coercion (e.g., threats of
job loss, promotion, or transfer).

LEADING CHANGE
Read an Article
 These efforts have gone under
many banners: total quality
management, reengineering,
rightsizing, restructuring, cultural
change, and turnaround. But, in
almost every case, the basic
goal has been the same: to
make fundamental changes in
how business is conducted in
order to help cope with a new,
more challenging market
environment.
 Read the article entitled
“Leading Change: Why
Transformation Efforts Fail”

KEY TERMS AND CONCEPTS
 Appreciative inquiry: a technique for
leading change that engages
individuals, teams, or the entire
organization by reinforcing positive
messages and focusing on learning
from success.
 Creativity: the generation of ideas that
are both novel and useful for improving
the efficiency and effectiveness of the
organization.
 Idea incubator: a safe harbor where
ideas from employees throughout the
organization can be developed without
interference from company
bureaucracy or politics.
 Corporate entrepreneurship: internal
entrepreneurial spirit that includes
values of exploration, experimentation,
and risk taking.
 Idea champions: people who
passionately believe in a new idea and
actively work to overcome obstacles
and resistance.
 Speedstorming: using a round-robin
format to get people from different
areas talking together, generating
creative ideas, and identifying areas for
potential collaboration.
 Brainstorming: a technique that uses
a face-to-face group to spontaneously
suggest a broad range of ideas to
solve a problem.
 Electronic brainstorming: bringing
people together in an interactive group
over a computer network; sometimes
called brainwriting.

KEY TERMS AND CONCEPTS
 Lateral thinking: a set of
systematic techniques for
breaking away from customary
mental concepts and generating
new ones.
 Immersion: to go deeply into a
single area or topic to spark
personal creativity.
 Personal compact: the
reciprocal obligations and
commitments that define the
relationship between employees
and the organization.

Chapter 11 Leadership - Leading change

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Chapter 11 Leadership - Leading change