harris leading & motivating change · 10/22/19 1 leading & motivating change stan harris,...
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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
© Stan Harris, PhD
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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!
© Stan Harris, PhD
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“People don’t resist changing, they resist
being changed.”
Peter Senge (1990)
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1. Resistance
NO!
© Stan Harris, PhD
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2. Compliance
If I have to…
© Stan Harris, PhD
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2. Compliance
If I have to…
© Stan Harris, PhD
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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?
© Stan Harris, PhD
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“Change because I said to”
Resist or comply?
Influencing with Authority
© Stan Harris, PhD
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“Change or else” Resist or
comply?
Influencing with Threats
© Stan Harris, PhD
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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?
© Stan Harris, PhD
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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?
© Stan Harris, PhD
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5. Valence: What’s in it for me?
Changing
Not Changing
Pros Cons
© Stan Harris, PhD
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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?
© Stan Harris, PhD
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5. Align HR Practices with the Change
Are your HR practices (selection, appraisal, training, and compensation) consistent with the change?
© Stan Harris, PhD
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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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