Leading Change

OBHR 637: Leading & Managing Change

Professor Shereen Fatimah Singapore Management

University

Speaking Up…

• Change implementation starts with communicating the idea • Pitching or selling your idea • Framing your idea (to align with others’ goals) • Involving others

• Psychological Safety • People tend not to speak up when they believe that speaking up is punished

• Actual or perceived punishment (e.g., apparent intolerance for different viewpoints) • Benefits of Psychological Safety

• Hospital nurses were willing to report medication errors (Edmondson)

• Cardiac surgery teams successfully implemented radical new technology (Edmondson et al)

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Premised on the notion that…

Case: ‘Safe to Say’ at Prudential Financial (Edmondson, 2004)

1. Why does Art Ryan want to implement ‘safe to say’?

2. Implementation of ‘safe to say’ • How has the program been implemented thus far? • Is it working? Evidence?

3. Your experience… • What was going on when you did – or didn’t – feel it was safe to speak up at

work?

4. Advice for Ryan? • Any changes to recommend?

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Takeaways…

• To foster a climate where employees feel safe to speak up…

• Top Management: Support from across the leadership chain • Feedback systems • Resources: Training/Coaching programs

• Middle Management: Leadership Action x Example à while doing REAL work • Recognize the need for trial, error, inputs, interactions around work tasks • Involve employees

• Develop a process of figuring out answers, as a group • Communicate: Tolerance for failure

• If you have to reject an idea, explain why à help employees feel heard • Communicate: Openness to new ideas

• Share stories (employee recognition) à builds your own reputation for being open to change

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Takeaways…

• To foster a climate where employees feel safe to speak up…

• Employees • Use framing strategies • Promotive framing: New ideas, suggestions to improve work practice • Prohibitive framing: Identifying problems or mistakes to prevent

future problems • Provide solutions • “Beta” test: Is it feasible? Does it work? Is it scalable (if needed)?

• Manage emotions • Involve coworkers (signals that the change is valued and needed by others

too)

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Exercise: Pitch Your Idea!

• Goals • Articulate, refine, and develop your ideas • Help others develop their ideas

• Structure • Individual prep (15 mins)

• Pitch to your team (30 mins) • “Pitcher”: Limited to 5 mins • “Catcher”: Listen and take notes on areas for improvement • Timekeeper • Vote: Who delivered the best pitch

• Feedback to your team members (45 mins)

• Reflection

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