Harris Leading & Motivating Change · 10/22/19 1 Leading & Motivating Change Stan Harris,...

10/22/19

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Leading & Motivating Change

Stan Harris, Ph.D.Associate Dean & Luck Professor

Harbert College of Business, Auburn University“I HAVE NO RELEVANT FINANCIAL RELATIONSHIPS

TO DISCLOSE.”

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Only 1 in 3 Planned Change Efforts Succeed

© Stan Harris, PhD

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How can you more effectively motivate others (and yourself) to support

changes?

© Stan Harris, PhD

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Learning ObjectivesvUnderstand the 5 key concerns that underlie

individual decisions to resist, comply with, or support change efforts

vClassify change efforts by their scope and rationale and understand the implications for the level of change challenge

vUnderstand how to use six “strategic change activities to build support for change

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Why Does Change Often Fail?

WHAT is being

changed? The Change

Target

HOW are we changing?

The Change Process

© Stan Harris, PhD

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The Psychology of Change

© Stan Harris, PhD

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Types of ChangeReactive Proactive

Stop the bleeding! React to current

problems

Anticipate the future

and prepare for it or create it

© Stan Harris, PhD

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Types of Change

Incremental

Fundamental

Improve on current ways of doing things. Fine tune.

Change why, what, and how things are done. Change culture. Transform.

© Stan Harris, PhD

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Likely Resistance

Incremental

Fundamental

Reactive Proactive

Highest

Lowest

Med-High

Medium

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Which type of change is likely to generate the most resistance?

a. Reactive/fundamantalb. Reactive/incrementalc. Proactive/fundamentald. Proactive/incremental

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What are the possible ways a

person can respond to a request to

change?

© Stan Harris, PhD

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1. ResistanceNO!

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“People don’t resist changing, they resist

being changed.”

Peter Senge (1990)

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1. Resistance

NO!

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2. Compliance

If I have to…

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2. Compliance

If I have to…

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3. Commitment; Willingness

Count me in!

© Stan Harris, PhD

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So…How Do You

Motivate Commitment to

Change?

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“Change because I said to”

Resist or comply?

Influencing with Authority

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“Change or else” Resist or

comply?

Influencing with Threats

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“Change and you’ll

get a reward”

Do I comply?

Influencing with Rewards

© Stan Harris, PhD

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“This is why you should

Change”Am I

going to commit?

Influencing with Reason & Expertise

© Stan Harris, PhD

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“I need your help…can you

change for me?”

I admire & respect

you… Am I going to commit?

Influencing with Character & Credibility

© Stan Harris, PhD

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“Change because it is it will help us achieve

great things”

Am I going to commit?

Influencing with Vision & Inspiration

© Stan Harris, PhD

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What questions do you ask yourself to decide whether

you will resist, comply with, or willingly commit to a change?

© Stan Harris, PhD

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5 Key Change Commitment Questions

*Source: Armenakis, Harris, & Feild (1999)

© Stan Harris, PhD

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1. Discrepancy: Is there a need to change?

Where are we now?

Where do we want or need to be?

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2. Appropriateness: Is this the correct change?

© Stan Harris, PhD

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3. Principal Support: Are leaders going to follow through?

© Stan Harris, PhD

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4. Efficacy: Am I confident I can make the change?

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5. Valence: What’s in it for me?

Changing

Not Changing

Pros Cons

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Which of the following is NOT one of the five key questions individuals consider when they are contemplating whether to support a change effort or not?

a. Is change needed?b. What's in it for me?c. Is this the appropriate change?d. Can I successfully perform the requirements of the

change?e. Can I avoid the change?

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The Change Commitment Equation

Change Commitment = Discrepancy x Appropriateness x Principal Support x Efficacy x Valence

© Stan Harris, PhD

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Six Strategic “Levers” for Motivating Change

© Stan Harris, PhD

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1. Communicate Often & Persuasively

How can you persuasively communicateinformation about the change?

© Stan Harris, PhD

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2. Empower Others & Encourage Their Participation

How can you empower others to learn about or participate in making decisions about the change?

© Stan Harris, PhD

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Empowering employees to help diagnose and/or make decisions about changes and their implementation is most likely to generate…

a. Change resistance.b. Change commitment.c. Change compliance.d. Change fatigue.

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3. Share Information(from internal & external sources)

What internal and external information can you share about the change?

© Stan Harris, PhD

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4. Align Structures and Procedures

Are any structures or procedures barriers to the change?

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5. Align HR Practices with the Change

Are your HR practices (selection, appraisal, training, and compensation) consistent with the change?

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6. Symbolically and Memorably Reinforce the Change

How can you reinforce the change in a memorable way?

© Stan Harris, PhD

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Closing Thought: Credibility is Key

Everything you say (or don’t say) and everything you do (or don’t do) can send a message to others about what

you value and believe.

© Stan Harris, PhD

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You Can Make Change Efforts More Effective!

© Stan Harris, PhD

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