Developing Management Skills Chapter Leading Positive Change

Developing Management Skills Chapter Leading Positive Change

Developing Management Skil s
Chapter 10:
Leading Positive Change

Copyright  2016 Pearson Education, Ltd. 
10-1 
Learning Objectives
1. Learn how to create positive
deviance in organizations
2. Develop the capability to lead
positive change
3. Acquire the ability to mobilize the
capabilities of others in achieving
positive change
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Leadership vs. Management
Characteristics of
Characteristics of
Leaders
Managers
 Set direction
Maintain

steadiness
 Initiate change


 Create something
 Control variance
new
Keep the status
quo
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Leader Effectiveness
Effective management and
leadership are both inseparable and
necessary skil s for todays business
environment
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10-4 
Leadership and Change
Examples of the pace of change:
 Computer technology has a half-
life of six months
 Human and animal genome
projects are expanding
exponentially
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Frameworks
Help clarify complex situations
Help leaders not become
overwhelmed by new information
Help stabilize organizations

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A Continuum of Change
Positive Deviance: Healthy
performance
Negative Deviance: Organizational
illness
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A Continuum of Negative and
Positive Deviance
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10-8 


Positive Change
Focuses on unlocking positive
human potential
Focuses on creating abundance and
human wel  being
Engages the heart as wel  as the
mind
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10-9 
A Framework of Positive Change
Insert figure 10.3
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A Positive Climate
Keep your thoughts positive, because your
thoughts become your words.  Keep your words
positive because your words become your
behavior.  Keep your behavior positive, because
your behavior becomes your habits.  Keep your
habits positive because your habits become your
values.  Keep your values positive because your
values become your destiny.
Mahatma Gandhi

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10-11 


Establish a Positive Climate
Create a positive energy network
Ensure a climate of compassion,
forgiveness, and gratitude
Pay attention to strengths and the
best self
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Heart Rhythms in Frustration and
in Gratitude Conditions
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Reflected Best-Self Feedback
Designed to provide people with
feedback on their strengths and
capabilities
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Personal Weaknesses, Competencies,
Strengths and Uniqueness
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Creating Readiness for Change
Benchmark best practices
 Comparative standards
 Goal standards
 Improvement standards
 Ideal standards
 Stakeholder expectations

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10-16 
Creating Readiness for Change
Institute symbolic events: an event
used to signify a new future.
 i.e. Chryslers and Iacoccas
ceremony to inspire a new era
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10-17 


Creating Readiness for Change
Create a new language to describe old
realities
 i.e. Disney employees are called cast
members, their uniforms are
costumes
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Overcome Resistance
Get people who would normally block
change to become supporters and
advocates
Identify resistors
Encourage participation
Identify benefits of change
Preserve self-esteem of resistors
Find common areas of agreement
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Articulating a Vision of
Abundance
Visions speak to the heart and the
head
They include universal values
They provide glimpses of
possibilities
They evoke deeper meaning
They provide optimism

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Articulating a Vision of
Abundance (contd)
Include Left-Brain and Right-Brain
Features
Must contain rational elements as
wel  as metaphors, colorful language,
and imagination
Leaders of positive change pay
attention to both
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10-21 
Articulating a Vision of
Abundance (contd)
Make Vision Statements Interesting.
Designed to capture attention and
positive energy
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10-22 
Articulating a Vision of
Abundance (contd)
Include Passion and Principles
Should reflect core values and be
straightforward
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Articulating a Vision of
Abundance (contd)
Attach the Vision to a Symbol
Make the vision serve as a constant
reminder
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Generating Commitment to the
Vision
 Apply principles of recreation
 Ensure public commitment
 Institute a small-wins strategy
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10-25 
Apply Principles of Recreation
People are wil ing to pay for the
privilege of working harder than
they wil  work when they are paid.
Chuck Coonradt
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10-26 


Recreational Work
Goals are clearly defined
Scorekeeping is objective, self-
administered, peer-audited, and
compared to past performance
Feedback is frequent
Personal choice is present
There is a competitive environment
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Competitiveness and Commitment
Consider the example of football.
How committed are some people as
fans and players?
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Small Wins
Find something that is easy to
change.  Change it.  Publicize it.
Then, find a second thing thats easy
to change, and repeat the process.
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Fostering Sustainability
Creating irreversible momentum
Ensuring that positive change gains
such momentum that it cannot be
thwarted
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Suggestions for Fostering
Sustainability
Turn students into teachers
Build human capital
Identify metrics, measures, and
milestones

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10-31 
The Learning Stairs
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A Framework for Leading Positive
Change
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10-33 
Behavioral Guidelines
Establish a climate of positivity by
creating positive energy networks
Benchmark best practices to create
readiness in others to pursue
positive change
Articulate a vision of abundance

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10-34 

Behavioral Guidelines
Generate commitment by applying
principles of recreational work
Create irreversible momentum


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