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Addressing Resistance to Change
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INDIAN INSTITUTE OF MANAGEMENT BANGALORE
ADDRESSING RESISTANCE TO
CHANGE:ISSUES OF LEADERSHIP AND GROUP DYNAMICS
Dr. L Prasad(Ph.D., Northwestern University)
Professor of Organizational Behavior
WHAT MAKES ONE A LEADER?
THE ABILITY TO REFLECT BEYOND THE OBVIOUS AND INCULCATE THE SOFT SKILLS THAT
TRANSFORM PEOPLE
Ancient Chinese military strategist Sun Tzu wrote in his book: THE ART OF WAR:
"If you know the enemy and know yourself,
you need not fear the result of a hundred battles.
If you know yourself but not the enemy, forevery victory gained you will also suffer a defeat.
If you know neither the enemynor yourself, you will succumb in every battle.”
DO YOU KNOW YOURSELF?
Are your people your partners or enemies
vis-a-vis the competition?
If they are your enemies,
CLOSE SHOP! The war has been lost
even before the first shot has been fired!!
If your people are your partners, and:
You know your people and your organization, you need not fear the result of a hundred
competitive wars. If you know your organization but not your
people, for every victory you will also suffer a defeat, with good people leaving.
If you know neither your people nor your organization, you will lose
every competitive battle, and ultimately even the organization.
THE NEED TO UNDERSTAND BEFORE WE CAN PREDICT & INFLUENCE BEHAVIOUR
DOUBLE LOOP LEARNING
DOUBLE LOOP LEARNING
SINGLE LOOP LEARNING
SINGLE LOOP LEARNING
CAUSECAUSE
EFFECTEFFECT
UNDERLYING DYNAMICS
UNDERLYING DYNAMICS
The Underlying Dynamics** WHY DO ORGANIZATIONS EXIST AND PROSPER?
** WHY DO PEOPLE WORK IN ORGANIZATIONS?
WHY ORGANIZATIONS? WHY PEOPLE WORK?
GOAL** COLLECTIVE
** SPECIALISTS
** WORKING TOGETHER
** SALARY, SECURITY
** FRIENDSHIP, IDENTITY
** CAREER, STATUS
INTERDEPENDENCE ENERGY/ENTHUSIASM
Are we channeling people’s ENERGY/ENTHUSIASM (both STUDENTS AND TEACHERS) constructively towards handling organizational
INTERDEPENDENCE, or is it being dissipated in all sorts of dysfunctional pursuits?
WHAT OF THE FUTURE?
** One could reasonably expect the Chairman of AT&T to know what his corporation will be ten years from now.
He doesn’t!
** One could within reason expect him to predict how technology will transform his business a decade hence. He
can’t!
** He should know who his major competitors will be. Stumped again!
But here is what he does know: something startling, intriguing and profound is afoot.
(F. Cairncross, The Death of Distance, HBS Press, 1997)
TO BE EFFECTIVE, WE MUST UNDERSTAND:
•How & why individuals behave the way they do•Roles in Teams•Individual’s personality
NATURE
SITUATION
NURTURE
Stereotyping
Cognitive limits
Excuses
NATURE
SITUATION
NURTURE
Stereotyping
Cognitive limits
Excuses
TASK ROLES
INTERPERSONAL ROLES
Few people, few task roles
Many people, many task roles
Few people, few interpersonal roles
Many people, many interpersonal roles
FLOUNDERING GROUP
PRODUCTIVE GROUP
COUNTRY CLUB
WELL MESHED TEAM OR CLAN
STAGES OF GROUP EVOLUTION
• MATURITY: Well-meshed team
• INTEGRATION: Unity of effort
• DIFFERENTIATION: Division of labor
• FORMATION: Collection of individuals
It takes 3-6 months for a collection of individuals to become a well-meshed team
WHY DO WE WANT TO BUILD A WELL MESHED TEAM or
CLAN?
MOTIVATING TEACHERS AND ADMINISTRATORS
EDUCATING –A Calling!
EXAM PREP –A Chore?
TEACHINGA Job?
THIS IS THE MOST ESSENTIAL
INGREDIENT OF YOUR SCHOOL’S
STUDENT CENTRIC
APPROACH!
IN ORDER TO BUILD A WELL MESHED TEAM, WE MUST KNOW ITS MEMBERS’
PERSONALITIES.
QUESTIONNAIREUNDERSTANDING PEOPLE
• Frames of Reference• Intolerance of Ambiguity• Adaptors & Innovators• Internal Locus of Control
Frames of Referencep. 3 Items 1-29• Bureaucratic Mindset
AVERAGE of (1 to 5)Range:1.00-2.66 Low2.67-4.33 Medium4.34-6.00 High
Frames of Referencep. 3 Items 1-29• Group Orientation
AVERAGE of (6 to 11)2.67-4.33 Medium• Hierarchical Orientation AVERAGE of (12 to 17) 1.00-2.66 Low
Frames of Reference•Compartmentalization RCOMP= AVGE (18 to 24)
COMP= 7 – RCOMP1.00-2.66 LowGood schools and great Principals view teachers and students as human beings, not just cogs in a machine!
Frames of Reference • Obscurantism vis-à-vis Men, Women and Society
AVERAGE of (25 to 29)1.00-2.66 LowNeed for ANDROGYNOUS individuals who take on both masculine and feminine Gender Roles!
Intolerance of Ambiguityp. 1 Items A to NItem G is reverse scored, i.e., (7-x), where x is the number you have circled; For items A to F & H to N, please use the original scores.
Intolerance of AmbiguityDivide the total by 14Range:1.00-2.66 Low2.67-4.33 Medium4.34-6.00 HighDesirable score < 2.66, i.e., Low Intolerance of Ambiguity
Intolerance of AmbiguityHow does one learn to deal with Ambiguity?
First DISAGGREGATE
thenSYNTHESIZE
ABSENCE OF DEVELOPMENT
GOVERNMENT CORRUPTION
EXPLOITATION
GOVERNER- ANCE
PROVIDE INFRASTRUCTURE
(Schools, etc.)
FACILITATE INDUSTRIAL
DEVELOPMENT
ENCOURAGE ENTREPREN-
EURSHIPACCESS
TO FORESTS
ACCESS TO
MARKETS
FOSTER LOCAL
INSTITUTIONS
REGULATE MONEY LENDERS,
, HOOCH OUTLETS, ETC.
Adaptors & Innovatorsp. 2 (a to i)/9: Adaptors
(j to r)/9: InnovatorsRange:1.00-2.66 Low2.67-4.33 Medium4.34-6.00 High
ADAPTORSIf your approach to bringing about change is ADAPTIVE you will be more likely than Innovators: •to prefer improvement of existing structures over mould-breaking change •to start work only on projects or schemes that you can complete •to calculate decisions finely, taking care about the consequences of your actions •to accept change so far as it improves or strengthens the status quo •to be methodical and prudent •to ensure widespread support for proposed changes before offering them •to put a high value on being efficient within a system •to resist 'sticking your neck out' against prevailing opinion •to reject, or be very skeptical of changes that challenge the cohesion of the group •to be interested in solving problems rather than looking for them •to appear tolerant of boredom •to respond to criticism from close colleagues with greater conformity •to see innovative ideas for change as threatening or unsafe
INNOVATORSIf your approach to bringing about change is INNOVATIVE you will be more likely than Adaptors: •to prefer mould-breaking change over Improvement of existing structures •to be reckless or neglectful of the consequences of your actions •to see the 'status quo' as needing complete transformation •to be seen as undisciplined and reckless •to assume that ideas for radical change are self-evidently valuable •to put greater value on thinking up new schemes than on implementing them •to question basic assumptions about any problem that is being worked on •to feel free to criticize proposals for change from any source without regard for the subsequent cohesion of the group •to enjoy seeking out problems •to become bored with routine •to prefer to delegate routine tasks •to live with rejection and hostility •to see criticism from close colleagues as a challenge •to tend to see adaptive ideas for change as no change at all
Adaptors & InnovatorsKirton conceptualized Adaptors and Innovators along one dimension, i.e., High Adaptors are Low Innovators and vise versa
Hi Adaptors Lo Adaptors
Lo Innovators Hi Innovators
RECONCEPTUALIZING ADAPTORS AND INNOVATORS
HI
ADAPT MED ORS
LO LO MED HI
INNOVATORS
RECONCEPTUALIZING ADAPTORS AND INNOVATORS
HI BUREAUCRAT ARCHITECT VISIONARY
ADAP MED CLERK ADMINISTRATOR GENERNAL T MANAGEROR
LO SHIRKER PROFESSOR DREAMERLO MED HI
INNOVATOR
LOCUS OF CONTROLFor INTERNAL LOC score, give yourself one point for each of the following:
1B, 2A, 3A, 4B, 5B, 6A, 7A, 8A, 9B, 10A
Internal LOCRange:0-3 Low4-7 Medium8-10 HighDesirable Score > 8However, watch out if you are a perfect 10?
A WORD OF CAUTION!
WHEN ADDRESSING
RESISTANCE TO CHANGE,
please remember the organization is a
POLITICAL MINEFIELD
THE SMART TALK TRAP!
TO COUNTER THIS POLITICAL MINEFIELD
we must build a well meshed team or
clan
How can we work together as a well meshed TEAM
When you see the geese migrating,going to a warmer place,
before the start of the winter...
PAY ATTENTION
They fly in a “V” formation.Maybe you will be interested in knowing
why they do it this way...
By flying in a “V” formation....
The whole flock increasesthe flight efficiency by 71%...
Compared to just one bird flying alone.
Team Lesson 1:Sharing the same directionand working as a team, get
us to the destination quicker and easier.
By helping ourselves, theaccomplishments are
greater!
When a goose leaves the formation …
It feels the resistance of the air and the difficulties of flying alone...
Then, it quickly comes back to the formationto take advantage of the the flock’s powerin front of it...
Team Lesson 2:
By staying in tune and united beside those who
are going in the same direction,the effort will be less.
It will be easier and pleasing to reach the goals,
Everyone will be inclined to accept and give help.
When the lead goose gets tired of flying...
It goes to the end of the “V” formation,while another goose takes the lead.
Team Lesson 3:
To share the leadership,
There must be mutual respect between us
all the time...
Sharing the hardest problemsand tasks...
Gathering our abilities andcombining our faculties,talents and resources…
The geese flying on a “V” formation, they quackto encourage to the ones in the front.
In that way, they keep the same speed.
Team Lesson 4:
When there is courage and encouragement,the progress is greater...
A timely word of encouragement,always motivates, helps and strengthens..
It produces the best of benefits...
When a goose gets sick, is injuredor gets tired...
And it must leavethe formation...
Other geese leave the formation too,and they fly with it to help out
and protect it.They remain with it
until it diesor is able to fly again.They reach their bevy
or they just make another “V” formation.
Team Lesson 5:
Let’s staybeside each other
no matter what the differences.
Specially in times of difficultyand great challenges...
If we bond together and support If we bond together and support each other...each other...
If we make true the spirit of If we make true the spirit of teamwork...teamwork...
Regardless of our differences, we Regardless of our differences, we can rise to meet our challenge.can rise to meet our challenge.
If we understand the real value of If we understand the real value of working together...working together...
If we are aware of the feeling of If we are aware of the feeling of sharing and growting together…sharing and growting together…
WORK LIFE WILL BE EASIERWORK LIFE WILL BE EASIERAND THE PASSING OF YEARSAND THE PASSING OF YEARS
MORE FULFILLING...MORE FULFILLING...
FRIENDS…FRIENDS…LET’S BE LIKE THE GEESE AND LET’S BE LIKE THE GEESE AND
TOGETHER ENSURE WE TOGETHER ENSURE WE MAKE EVERYONE A MAKE EVERYONE A
PRODUCTIVE PRODUCTIVE MEMBER OF OUR TEAM!!!MEMBER OF OUR TEAM!!!
Thank You!Thank You!
THANK YOU