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The world is definitely round when it comes to organizational change and transfor- mation. What I mean by this statement is that once you get to an end point in the final state, you are typically seeing signs of a new state of change emerging. Also, these states will overlap with each other and are not as clean in reality as they are in the text included in these chapters. Hopefully, you may be seeing these signs even earlier, so our depiction again is perhaps what might be seen as normative or aver- age patterns of change and transformation. Ultimately, I want this way of thinking to become part of the way you always think, so that it eventually would not be as mechanical or formulaic.

Also, please keep in mind that within the different states there can be a lot of circular movement where forward progress is more iterative and does not al- ways seem evident or actually to represent moving forward. This often occurs with change efforts, and too often the leadership wants to change the campaign message as they get concerned that the change process has stalled. This may be the case, or it may be that people are still trying to figure out and make sense of how the change is altering their roles, goals, and expectations and what that means for the changes to their self-concept and identity formation.

Staying the course with one’s campaign and making appropriate adjustments by using levers of change that have not been tried is fine, but changing the core message for the campaign only serves to signal employees that the leadership may have bet on the wrong new direction. So be cautious as to whether you really need to change your campaign message or focus.

becoming the change

and sustaining it

My job roles and responsibilities have changed.

Avolio, Bruce J.. Organizational Transformation : How to Achieve It, One Person at a Time, Stanford University Press, 2018. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=5382831. Created from ashford-ebooks on 2022-04-21 04:56:24.

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156 becoming the change and sustaining it

change happens even when you think you have stopped

If you think about the changes that occur to your body over time as you age, there are some clear analogies we can draw to changes in organizations. For example, there are some of our friends who say, “At my age, I just don’t feel exercise is going to do much for me.” Sometimes these are the same people who were athletes in high school but forgot to keep in mind that life is a long-distance run, and some- times, if you are just keeping up, you are actually changing, whereas when you claim defeat, it is likely you will be growing in directions you would prefer not to be growing, such as around your waist or chin.

If you have the discipline to stay in shape, eat right, and exercise, then you can maintain a lot of the muscle mass and form you have had throughout your life. So it takes a constant campaign to stick with a strong focus on your health and well- being. Of course, things can happen to derail this plan, including health issues that are more genetically based and accidents. Yet, we also know that if you choose not to exercise, things change by your omission. In our general life trajectories, like those in organizations, one might argue that there is really no state of equilibrium. There may appear to be within these states, but as I already noted, inside the states there can be a lot of disequilibrium unfolding even when the change processes are reasonably successful.

Extending our model to your own leadership changes and development, per- haps we can more firmly establish the language that can be applied to your own organizational change and transformation. Let’s give this a try.

You can see the job you have been doing at work is increasingly being taken over by automation. These signs are becoming very clear to you because in other countries where advanced technology has moved along more rapidly you are see- ing jobs like yours being eliminated. As you read books about the future states emerging, you can see that your type of job is not one of the ones that seem to survive change.

The signals you are picking up that are on the distant horizon are also occur- ring in your organization if you look to how some of the new emerging divisions operate.

What you need to be doing now is seeing who you are and what you must become to sustain and survive. I realize that for many people their identity is in- extricably linked to their jobs, but times change, and you have to realize that, by holding on to the old job, you may in effect be sinking or at least diminishing your future opportunities.

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Realizing that change is happening in your industry or chosen career, you start to read more about new opportunities in your industry as well as other industries. You have started to attend meet-ups around your community, some of which are exploring new industries emerging on the horizon. You can see that there is a lot of excitement within these new growth industries, and you want to learn more about them, so you start to sign up for some on-line classes that take you to a future state in fields of interest.

You also start to realize that you have actually become a legacy system, and, like the work you currently do, you may need to lead yourself to a new version if not a whole new product line. Some of your colleagues think you are worrying about nothing and that it might be years or decades before things change, and you will be long gone into retirement.

You are holding yourself accountable to your new learning and career goals, and you are finding that you have been inspiring some of your peers to do the same things you are doing. In fact, you realize at one point that you could create your own peer learning group to continue to focus on new avenues for change.

Now the changes that seemed not too far back as theoretical are actually unfold- ing in front of you, and you are feeling positive about the goals you have set and achieved to change. You also are finding that the peer group that you created has become an incredibly important sounding board to future directions you are cur- rently pursuing. You can see that, as you go further into your own development, there seem to be more opportunities for advancement and movement into other organizations. People you work with who spoke against the changes you had seen on the horizon are now becoming champions for change themselves. You feel vali- dated in the direction you have pursued.

One of your core values was to be the “stable one” among your peers, but now you feel that a new value has emerged, to “seek differences,” which forces you to question your assumptions and the way ahead.

You were recently at a meet-up outside your region, and when you were asked to introduce yourself, it appeared to you that the person doing the talking was not the person you used to know, but the person you were becoming. You felt more comfortable with that new version of yourself than the old version, and others around you who hadn’t known you did not seem to detect the difference.

You have come to the realization that the new self is really the possible one you had envisioned just a couple of years back, and now that new self is the one who holds the narrative that represents how your self-concept is being defined.1 The descriptions and the narratives also don’t seem strange or threatening, but rather they seem comfortable to you.

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Can you think of a time in your life where that sort of change happened? For me, one key pivotal state was going off to college and realizing the people you grew up with were not the entire world, and they would become over time a small part of your worldview and value system. Like most changes that transform our worldviews, changes in one’s identity and self-concept will not occur from one mo- ment to the next but will unfold for different people across different trajectories of development and time.2

I have been able to apply the overall change model first in its entirety, then broken down by the different states, followed by two examples of very different representative companies that underwent significant change and transformation. Now, let’s take a look at the model in Figure 9.1 and how it applies to your own development as an individual and leader. Of course, as is true of this entire book, the narrative we described in these last several chapters is my narrative, and I know for change to work it has to become your narrative. The only way that will happen is when you go through your own change process, knowing the states and how they unfold, but inserting into the description of those states your own narrative and ultimately how you operationalize your self-concept and identity.

Stewarding into the future

Role- modeling

ideals

Distributing leadership

Inspiring possibilities

Strategic leadership

Building goodwill

Promoting adaptation

Making difficult

decisions

Generative leadership

Core value(s)

Leadership narrative

Authentic foundation

Self-leadership Internal resources:

Developmental readiness

Fostering engagement and progress

Developing purpose and

needs

Delivering on exchange

Interactive leadership

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I want to help you with that process of change in you, so what I will do now is bring in what I call our “Blueprint for Sustainable Leadership Development,” shown in Figure 9.1.3 We introduce this second framework because we want to make the change process personal for you. We will then follow the description of the blueprint with a diet for changing your organization. By diet, we mean a change in what you do to change the way your organization consumes, feels, operates, and produces. So we will use the analogy of a diet as a way of saying: change requires that you stick to a new regimen of eating, and of course some exercise to support that diet.

In Figure 9.1, there are four phases of development you move through going from self-awareness to instrumental change to generative change on up to strate- gic change and transformation. This process model is meant to guide you from self-leadership to strategic thinking leadership and stewardship. The model is not a hierarchy per se but rather states of leadership that you can work through over time based on the last fifty years of research and practice on leadership.4

You will notice on the bottom left of the figure that, like organizations, individu- als also have varying levels of readiness to develop and change—the energy battery. I view readiness as being both an ability to change in terms of the model you have for how you work and also your motivation for change, such as your orientation toward learning and experimenting with new ways of behaving and performing. Readiness includes how you view your “leader” self-concept and how wired it is into everything you do at work. Motivation includes the probability you have in your head that your attempt at change will be successful.

The first panel, labeled “self-leadership,” represents the base on which you build what comes next. This base, like an organization, has values that are very impor- tant to you that I have previously referred to as your core value. Recall how dif- ficult it was to change the value set of an organization from one state of change to ultimately the Institutionalizing State. The same is true here with your own core value(s), and in fact the changes that organizations go through will likely affect those values if the changes are transformative. For example, you might have grown up in a work environment where you valued the individual contributor model— something that was fundamentally tied to your self-concept, narrative, and iden- tity. Then you and your organization started to realize that you needed to change to a more team-centered and collaborative environment, which was a huge shift in the way you described yourself to others.

Perhaps you can now see why I started this book focusing on the idea that to change an organization you have to change each employee one self-concept at a

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time, and now that one person is you, the leader. As the leader, your self-concept is intertwined with the organization’s collective self-concept if you have worked there awhile, and to change the organization you have to change the individual, and the blueprint is a useful guide to consider in terms of interpreting how change unfolds.

A leader who once gets to a different view of his or her core values starts to realize that the narrative associated with his or her leader self-concept needs to change to come in line with the new or emerging values. This is no different than what I described with respect to the organization as unit of analysis, except that the change here is primarily about you, not the organization per se. For example, if you feel that being more respectful and positive of others is an important core value, as the leader who was the CEO at the cable plant I described earlier came to realize, then that change in value would change the way you perceive the importance of being kind and respectful in your daily interactions with others as leader.

As the changes filter into your narrative, we also start to see a shift in the way you perceive how you influence others, which affects the third box in the model, labeled “Authentic foundation.” This foundation is the one you are building on, and it will now include an emphasis on the new value you have been thinking about and practicing with others. As you shape this foundation, you then become more self-aware of how you treat others, and as a long as you are keeping that value of re- spect and kindness in mind, we would expect to see a change in how you view what is your actual leader self-concept as it emerges and you make sense of it over time.

What is motivational here is that these are changes in yourself that you can purposively pursue, either self-initiated because of some need you perceive on the horizon or caused perhaps by changes in your organization as depicted in previous chapters. What might be helpful is viewing this self-leadership phase as largely be- ing associated with the Identifying State we described as part of the overall change model in Figure 3.1.

In the next panel up in the blueprint, I use the term interactive leadership. Here I can say it is reasonable to assume that the changes are not unlike what happens in the Initiating State. Specifically, you are choosing to create a repeat- able and reliable practice of interactions that is different with the people you work with in your organization. To the extent that you are more self-aware of what you are trying to change, you are more likely to show up acting differently— in the case depicted earlier, with greater kindness and respect. To the degree this is changing the way others interact with you, it is then possible to refine the pur- pose of why you are behaving in this way and engaging others in that conversa- tion. For example, you may believe the best way to achieve exemplary customer

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relationships is to act in this way, so you consistently model this sort of behavior with others, who may begin to model it themselves to the extent they buy into the new way of interacting.

Much of this phase of initiating new behaviors and getting rid of old ones is very similar to the type of actions that one would see in the transformative or- ganizational change process. It is in this phase of development that we can see and interpret the changes. Perhaps as with organizational campaigning, you must become the candidate for change and you must convince others, through a reliable and repeatable process, that you are serious about the changes being made—they are, in other words, authentic.

The third phase is labeled “Generative leadership” in that at this point in the developmental process things can be in flux and transition, not unlike in the Im- pending State. By using the word generative, I am declaring the change process is transformative and that going from one state to another will require a lot of energy and focus to successfully complete. This will require as noted in that third panel to the right that you as an individual will need to make some difficult choices. For example, there will be times where you are frustrated and tired, and your respect for others and kindness will be tested. It is in these times, when emotions run high and your self-control is perhaps low, that you will need to stay the course.

You may have to, as shown in the next box in the blueprint, consider ways to adapt to the tension in this generative phase of development. For example, you may need to create mechanisms to help you step back from these emotional inter- actions to get a clearer perspective on what you need to think about and then do. Some might use mindfulness training to help, and some might have triggers they use that can get them to reframe a challenge, whereas others may simply practice suspending judgment.

What you will also need to learn in this state is that you have to build up suf- ficient goodwill in yourself and others to make some mistakes, to get some passes, and then to continue on with the work you are doing to change yourself and per- haps others. By goodwill, I mean that you will be ready to give yourself a pass if you are not kind or respectful, but at the same time you realize that you were not, and you correct it the next time around. The same will be true for others whom you interact with, as they have to be willing to suspend judgment and to say, “You didn’t live up to the value you are working on, but you knew you didn’t, and you will fix it next time.” Change in us or in organizations or, more important, both doesn’t happen alone; there is always some individual or individuals who play a role in our change processes.

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Now moving up to our next panel, we can see there is strategic leadership de- velopment taking place as one moves beyond the transformations that have been successfully achieved to a new way of thinking, operating, and behaving. At this level of development, the change in you has been out there; if properly practiced and seen as worthwhile, your change will start to inspire changes in others. To that extent, you may become a role model for them to aspire to in their own de- velopment as individuals and leaders. You can see perhaps the connection here to organizational champions of change, who come to realize the change is necessary, who reliably move in the direction of change, who get others to adopt those ways of thinking and behaving, and then institutionalize a new way of looking at and behaving in the organization. Indeed, to the extent this does not happen in orga- nizational or individual change, it is very likely that the change will not become institutionalized.

You may also note in that fourth panel that as you become a role model of the change in yourself, and you then inspire others, then what we would expect from you is that the changes that occur in your narrative are also starting to be reflected in the narratives and behaviors of others in your organization. Again, the change process being successful depends on this distribution or cascading process, in that we have said earlier, that the surrogates of the leader, their surrogates and so forth throughout the organization, must carry the new narrative forward in their own self-concepts and narratives as well as reinforce those changes in others who have influence within the organization. This is a process that builds an adaptive orga- nization over time, one that can go through the process of knowing that it needs to change, initiating changes, and pursuing these changes through the state where new and old ways of thinking and behaving coexist until they become so engrained that they are institutionalized.

Ending up in the final box of our blueprint, we see the people who started this change in their values, narrative, and authentic foundation have now become those who have helped to steward the change not only in themselves, but others, so that we have now connected the transformation in the individual’s development to the transformation of members of the organization. Hopefully what we have also done is to show how pivotal it is to have as your unit of analysis the individual’s self-concept and narrative because, without that focus, there is simply no way you can change an organization. Why? An organization is a collection of individuals who each have a self-concept and narrative that ultimately must be organized to create what constitutes the organization along the arc of its transformation and development— which places us back at the very beginning of this narrative.

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And now we have one last step to take, and that is to get your diet set and ex- ercise launched. I will follow the same organizational change model where I will emphasize the kind of diet that is necessary and the discipline to achieve the insti- tutionalization of change. I will use days to represent periods of time that unfold in terms of the change process, but a day could be a month in real time.

Day Zero • There are signals that you have been thinking about that suggest there is

something on the horizon that requires more of your time and attention. You are clearly aware of the need to focus on these signals, but you are not yet sure they really mean anything for you or your organization, although they are interesting to reflect on.

• You try to get more information about the signals by talking to people you respect and who are aware of changes in your industry. You seek out read- ings and opinions on the changes you see and test them against the current state to see whether they should or should not be pursued.

• You have been trying to consider different hypotheses associated with change, and you have been going through what are called “thought experi- ments,” where you try to consider the state of your organization if nothing were to change over the next several years versus specific changes that you are testing.

Day 1 • You have become convinced that the stronger signals that you have been

tracking are significant, and you need to consider actions to take to initiate change, something perhaps specific that really gets to the core of what you believe will have an impact on your business.

• You start to formulate a campaign that is focused on the change you have envisioned. You are building support for that change and spreading the message and talking points with your future champions for change. Recall how important it is for people to know why the change is being imple- mented, when it actually started, what the core messages are, that they have time to dialogue and ask questions, and that they can be able to communi- cate the messages to others in a repeatable and reliable manner. To change other’s narratives will require a lot of discipline and focus. However, if you have picked up the right signals, the effort will be well worth it.

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Day 2 • Initiating what the new “my organization” looks like will follow the changes

you have chosen to make in terms of your roles, goals, and expectations. Keep in mind that the expression “less is more” applies very well to initiat- ing these changes. As with any change, I often see people try to change too many things at once, and the propensity to do that is highly characteristic of organizational change efforts. What you need to do is choose your very top priorities for starting change and stay focused on them. In terms of your diet plan, don’t try to lose your organizational weight too quickly!

• You need to realize there will be people who are more territorial in their narrative, and they will see what you are initiating as being threatening to them and what they own. Try to understand their perspective, why they feel threatened, and how you might reduce their uncertainties with the change to come on board.

• Be willing to make some compromises in terms of the timing of change and the resources required to so. Also, consider that some individuals or units may not be developmentally ready to change, so you have to figure out what is the problem—is it motivational and/or is it a lack of capability? For each of these two sources, there are different strategies that you can pursue to enact change. For example, if motivational, find out what would reward a change in the way they think and behave. If ability, find out what they feel they can’t do, and try to break down the steps required to enact changes, while doing some tryouts or practices.

• It is important that you stick to some of these changes such that they are the new normal way of operating. Realize that it will take a number of iterations to accomplish that state, as well as a tolerance for failure and mistakes. Each and every time that we learn something new, it is going to take time to get to a level of proficiency that is acceptable. Realize as well that people will have different trajectories of learning and development, so you will have to adapt somewhat to working with those different trajecto- ries and adjusting to them.

Day 3 • The state I have seen most organizations stall within is the Impending

State. It is not that things just go wrong in this state; it’s that the appropriate foundation has not been built in the prior states, and when organizations enter the Impending State, things are really in flux, in which, as I said pre- viously, some new and old ways are operating side-by-side. This is a state

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that will require a lot of reflection and debriefing to make sure you are making the appropriate adjustments along the way to refine your repeat- able practice of changing your behavior.

• You probably need to anticipate that, whatever impending changes you are working on, you might want to add in some buffer time to achieve a more solid change in your narrative and behavior. I would say that, given my experience in a very diverse range of organizations, it will likely take three or four times the amount of time and effort you thought it would take for things to change in a transformative way. If you allocate more time for the change rather than less, and you beat your time estimates, the savings will be something you can reap and use to build on. However, if you short- change the amount of time that is necessary to change, it will be harder to recover what you need to continue on with the change process. Moreover, those who are not in favor of the change will have a lot more ammunition to try to subvert the change if you miss your timeline and goals.

Day 4 • If you have reached this point in the change model, you are in the minority.

There are lots of estimates that people have made up that say that organi- zational changes mostly fail, fail at a 70 percent rate, or whatever. I would feel more comfortable saying that change efforts more often than not fail or fail somewhat, and by more often it could perhaps be 51 percent. What that means, however, is ambiguous. Did the change fail in the Initiating State? The Impending State? The Institutionalizing State? Usually authors are not clear about when the change failed, nor how, and that is also true of the organizational leaders.

• Assuming you have gotten this far, you have to try to go back and reflect on how much has specifically changed and in what ways. One thing that would help is some form of documentation of the changes before, during, and after they have unfolded. Having this sort of look back is invaluable to your own self-reflections on the change process and, more important, on the next case for change and process you enter into within your organiza- tion. You may even want to write a good field researcher who does qualita- tive research to keep track of your emerging narrative, as it could become the case that future leaders in your organization then study before they make a transformative change.

• What I might suggest you consider is that, if you think of your organization as a business case, most business cases have problems you have to address

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that are obvious and some that are not so obvious. Like the business case, there is a narrative that you are guided through by the author, except in the case for organizational change, you and the leaders are the authors mak- ing it a bit more complicated. Nevertheless, if you consider the narrative of your own business case, you have its history and with some good thought and reflection on how that has changed your current narrative. You also have in front of you various scenarios and narratives that you could pursue and others that you will leave alone for now. This doesn’t mean that you won’t try a different pathway for change, just that you can handle only so many experiments at one point in time, so less is again more in terms of changes.

• I actually envision that in fact you are writing your own organizational case and you have to learn your own narrative to envision the changes you want to pursue as well as the narrative of other members of your organization. Like most cases, you can always update them, but you can’t change the history that led you to the point where you are in the case. (Please see more details on this case recommendation in our next chapter).

Day 5 • Start over; recall what I said, that the world of change is round, so you are

going back to the Identifying State to see what’s out there of interest to you and your organization, perhaps with a more global mind-set.

conclusions before launching the narrative for your organizational case

I set out in writing this book not to oversimplify organizational change, and I hope that now you would judge my approach to not be simple but also not so com- plex that you couldn’t repeat the change process yourself, while understanding the states you traveled through to do so. As you will gather through sheer repetition and examples, I have been focused on starting with the unit of analysis that makes change either happen or not. In no uncertain terms, it’s you, or me, and eventually us. The self-concept is our story, and it provides us with the script we follow until we decide to author another chapter to change its direction or meaning.

We can see from earlier chapters that the type of changes that occur to one’s self- concept and narrative can be influenced significantly by outsider factors, such as crises, challenges, and opportunities that arise. At the same time, change can start

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with your own self-reflections, more so from the inside out than from the outside in. And we also know that, in most cases, it is a combination of both forces.

I also have learned along the way that organizations, like people, will change whether we do anything or not. Conditions inside the organization as well as out- side can have an impact on a change in organizations, and it may be something that was planned or something that is pure serendipity. Realize that, in any organiza- tional change, at some point you need to be more purposive in terms of the choices you make; otherwise you are at the mercy of events, which we all are from time to time, but you can also take some control to move in the direction that makes most sense for your organization.

In terms of what I have covered in this book, I am confident that the states that are outlined in the previous chapters include what happens when organiza- tions change and transform. Why? I have the data to show that these are the ways change unfolds and that the elements within each state do appear as depicted. Again, it is not always as clean as I have presented in Figure 9.1; in fact, it rarely is, but in the end the figure captures how change happens or not. I have also shown this pattern in the research notes at the end of each chapter depicting the model, and sometimes embedded in the text in the words of those going through these change states.

Well, thanks for coming on this change journey, and good luck with growing and developing your self-concept and narrative. It is worth the effort for sure, in that it is the unit of analysis for life.

In the final chapter, I want to pick up on the idea of your building your own organizational case, and we will do so in several ways:

• First, I will examine what you might measure in terms of readying your organization for change. I am also going to make an assumption: that you have already picked up on the signals for change, so you are into the Iden- tifying State.

• In terms of readiness, I will describe and examine two types of readiness: the individual unit of analysis and the organizational, which can be a de- partment, a division, or the entire organization.

• I will then examine the leadership necessary to move through the states of change building on what I said throughout this book, where I have mainly focused on how the styles and orientations fit into the different states.

• I will then discuss the levels of ownership required to move through each state to end up in terms of collective institutionalization.

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This last chapter will also provide some links to some potential survey and other tools that might be useful to how you think through the change process in terms of readiness, leadership, ownership, culture, and climate. Please keep in mind that there are many tools available to you and of course consultants who will want to jump in and help guide you through the change process. One of my ultimate goals was to make you a wiser consumer if you choose to use their services.

In the last chapter, I will also introduce you to a resource center that we call LD Navigator. My hopes and aspirations for this site, which I use in my own work with organizations, is to provide a place where you can design and build your individual and organizational plans for change. I also want you to have a place where you can share your plans and ideas within affinity groups that are comprised of individuals going through similar change processes. In fact, there is an app you can use to help connect you to these affinity groups who have similar opportunities and challenges and are in industries like yours, from whom you can get some peer-to-peer coach- ing as you move through the change process.

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