4 ASSESSMENT
KCplul76
1435462858_413519.pptxChapter 15
Leading Change
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
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
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Use appreciative inquiry (AI) to engage people in creating change by focusing on the positive and learning from success
Apply techniques of enabling immersion, facilitating brainstorming, promoting lateral thinking, allowing pauses, and nurturing creative intuition to expand one’s own and others’ creativity and facilitate organizational innovation
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
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
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 15.1 - Forces Driving the Need for Change Leadership
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Resistance to Change
Is natural even if it is for betterment
Leaders should be prepared and find ways to enable people to see the value in changes
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 15.2 - The Eight-Stage Model of Planned Organizational Change
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Appreciative Inquiry
Technique for leading change that engages individuals, teams, or the entire organization by reinforcing positive messages and focusing on learning from success
Appropriately framing a topic is important to the success of AI
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 15.3 - Four Stages of Appreciative Inquiry
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Applying Appreciative Inquiry Every Day
Developing followers
Strengthening teamwork
Solving a particular work issue
Resolving conflicts
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leading Creative People
Brainstorming: Technique that uses a face-to-face group to spontaneously suggest a broad range of ideas to solve a problem
Electronic brainstorming or brainwriting: Bringing people together in an interactive group over a computer network
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leading Creative People
Keys to effective brainstorming
No criticism
Unrestricted idea presentation
Quantity desired
Lateral thinking: Set of systematic techniques for breaking away from customary mental concepts and generating new ones
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leading Creative People
Immersion: To go deeply into a single area or topic to spark personal creativity
Can be done by:
Focusing on the internal aspects of a situation or problem
Immersing them in new experiences that give them a different perspective on a familiar topic
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 15.5 - Lateral Thinking Checklist
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leading Creative People
Allow pauses
Activates different parts of the brain
Creativity occurs during a mental pause
Exercise helps a mind to work freely
Leaders should allow people to have quiet spaces when needed
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leading Creative People
Creativity involves two stages
Data gathering
Flash of insight
Creative intuition has a broader reach than any analytical process focused solely on the problem at hand
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 15.6 - Endings Precede Beginnings for Successful Change
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Keys That Help People Change
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Provide a positive emotional attractor
Ensure people have a support system
Use repetition
Involve people early
Apply after-action reviews
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
