NGHỆ THUẬT LÃNH ĐẠO MSMH: NS301DV01 Chapter 5: Leading Change Purpose After studying this chapter, you will be able to: • Define change and explain the forces for change • Describe types of change and explain the change process • Summarize the reasons for resistance to change and possible solutions • Present the leadership practices necessary to implement change, including the importance of vision • Highlight the organization characteristics that support change Content       Forces for change Types and process of change Resistance to change and solutions Leading change Creativity and improvisation Changing how organizations approach change Chapter 5.1- Forces for Change Change and Innovation • Change is the transformation or adaptation to a new way of doing things • Innovation is the use of resources and skills to create an idea, product, process, or service that is new to the organization or its shareholders Targets of Change Forces for Change Forces for change are both external (in the environment) and internal – Changes in the environment include factors such as social trends, cultural and demographic changes, political shifts, the economy, and technological advances – Force for change inside organizations is the performance gap – the difference between expected and actual performance, the new leadership at any level Forces for Change Visionary Leadership • A motivating vision is clear and understandable, challenging, idealistic yet achievable; it appeals to emotions and is forwardlooking • In order to truly motivate and inspire followers, the leader must the following: – Set clear standards for behaviors and performance that are accepted by all followers – Expect the best from followers through a genuine beliefs in their abilities – Pay attention by being present, walking around, noticing followers, and caring about their behaviors, actions and results – Personalize recognition not only by considering each followers’ needs and preferences, but also by making them feel special in the process – Tell a story about followers, events and performance, as a way to motivate and teach – Celebrate together Leaders must look for many opportunities to celebrate the team and the individual’s success together – Role model the preceding principles to gain credibility and reinforce the Practices of Exemplary and Visionary Leadership Chapter 5.6- Creativity and Improvisation Creativity • Creativity, also called diversity or lateral thinking, is the ability to link or combine ideas in novel ways • Creative people tend to be confident in the paths they select and are willing to take risks when others give up They focus on learning and are willing to live with uncertainty to reach their goals Creativity Leaders can put in place several processes to help their followers be more creative and accept change more readily: – Leadership style Autocratic leaders who demand obedience impede the creative process and open exchange that encourage creativity – Flexible structure Less centralized and less hierarchical structures allow for free flow of ideas – Open organizational culture Being creative and seeking novel solutions is more likely in cultures that values change and constructive deviance, rather than tradition and conformity – Questioning attitude Leaders can encourage and inspire followers to question assumptions and norms, and look for novel alternatives, instead of rewarding agreement and obedience – Tolerating mistakes By encouraging experimentation, tolerating, and even rewarding some mistakes, the leader can send a strong message about the importance of taking risks Improvisation • Improvisation – involves creation of something spontaneously and extemporaneously without specific preparation – occurs without a script and without perfect information, and requires a combination of pre-planned and unplanned activities and materials Improvisation • Leaders must have expertise, knowledge, and perspective on the situations, because without these elements, the leader is not likely to understand the leadership situation and environment enough to be able to lead Chapter 5.7- Changing How Organizations Approach Change Changing how organizations approach change • The most basic and essential steps to successful change is to design organizations that are built to change (Worley and Lawler, 2006), and have cultures that are ready to change (Wall, 2005) Learning Organizations • Learning organizations are organizations that are successful at acquiring, cultivating, and applying knowledge that can be used to help it adapt to changes • Learning organizations not simply manage change; their goal is to become a place where creativity, flexibility, adaptation, and learning are integral parts of the culture and everyday processes Core Elements of Learning Organizations Element Description Shared vision Using cooperation and openness to build a shared vision through a common identity and a common goal of the future that leads to commitment System thinking Understanding inter-relations, and the invisible and visible bonds that connect people inside and outside the organization Mental models Being aware of stated and unstated assumptions and mental models that guide behaviors and decisions, and developing new ones based on openness and cooperation Personal mastery Continually clarifying and developing personal visions and goals, and expanding skills sets and levels of proficiency Team learning Developing synergy and the ability to think and work together to question assumptions, and build new processes Blocks to Learning Organizations Blocks to Learning Organizations • To support organizations in being change ready and become learning organizations, leaders can take several actions to build an open and supportive culture that will support ongoing transformation” – Openness to new ideas Welcoming and encouraging new ideas; this involves role modeling, tolerance for a questioning attitude, and supporting and rewarding openness – Local solutions Encouraging and allowing each person, team, or department at every level of the organization to find and implement its own solution without focusing on standardization – Time for learning Providing organizational members time and resources to learn new ideas and experiment with a focus on long-term rather than short-term results – Appropriate leadership leading organizations by inspiring a shared vision, providing guidance, support, and service, rather than imposing a top-down vision and solutions Role of Leader in Changing Organizational Culture • Communicate priorities By stating what is important, in terms of general vision, specific issues that must be addressed, and ways in which they must be addressed • Role model Although what the leader says is important, even more powerful is what the leader does Leaders must be the change they want to see Their actions demonstrate their values and what is truly important • Allocate resources and rewards By rewarding compliance and conformity, by promoting individuals who demonstrate the values and mission of the organization ? Questions ... for change Types and process of change Resistance to change and solutions Leading change Creativity and improvisation Changing how organizations approach change Chapter 5.1- Forces for Change Change...Chapter 5: Leading Change Purpose After studying this chapter, you will be able to: • Define change and explain the forces for change • Describe types of change and explain the change process... of Change Forces for Change Forces for change are both external (in the environment) and internal – Changes in the environment include factors such as social trends, cultural and demographic changes,