term paper on chnage management

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University of Central Punjab

Change Management

Term Paper on Guiding

Coalition

Submitted To:

PROF. SOHIAL SALEEM

Submitted By:

WASEEM AZAM L1F08MBAM2141

Section: B

Date of Submission: 03-01-2011



2

GUIDING COALITION

AB TR ACT

No one person, no matter how competent, is capable of single handedly developing the right

vision, communicating it to vast numbers of people, eliminating all of the key obstacles,

generating short term wins, leading and managing dozens of change projects and anchoring

new approaches deep in an organization¶s culture. Putting together the right coalition of

people to lead a change initiative is critical to its success. That coalition must have the right

composition, a significant level of trust, and a shared objective. Building and maintaining a

powerful Guiding Coalition is always essential to a successful change effort. One person

can¶t do it all.

³A strong guiding coalition is always needed- one with the right composition, level of trust,

and shared objective. Building such a team is always an essential part of the early stages of

any effort to restructure, reengineer, or retool a set of strategies.´

Beyond trust, the element crucial to teamwork seems to be a common goal. Only when all the

members of a guiding coalition deeply want to achieve the same objective does real

teamwork become feasible. Similarly, putting people on your team whom you don¶t trust or

who don¶t trust others will defeat the purpose of the team. Obviously, it makes it difficult to

achieve a goal if all the members of the team don¶t agree with the goal. However, of the

three, I would think trust is most important. Trust can be used to build skills and even change

a point of view about a goal, but nothing great will happen without Trust.

One other important element of "the guiding coalition" is that it should contain individuals

from outside the normal hierarchy. As an operations initiative, your "Guiding Coalition"

might include senior and middle management from within the Operations team and perhaps

even the General Manager.



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GUIDING COALITION

TEAM

A group of elite soldiers or a leadership group of advisors or workers in an organization.

Teams are expensive and time consuming to launch, and leading a team is a full-time job.

Teams can do a great job of addressing complex problems and issues that affect many parts

of the organization and its people. Teams can address many business challenges, replacing

individual effort with group strength.

But teams are not always the best way to meet a business challenge. Teams are expensive and

time consuming to launch, and leading a team is a full-time job. Before you launch a team to

meet the tasks your organization has placed before you, consider whether or not you need a

team to get results.

Teams are a good choice for addressing complex problems and issues that affect many parts

of the organization and its people. Before you can decide whether or not you need a team you

will also need to determine if your organization is going to support a team. Without

organizational support, your team cannot easily achieve its objectives.

QUE TION TO FOR M A TEAM:

I the goal clear?

Will the team have the resources they need to succeed?

Does this really require a team?

Does this really require a team?

What is the relative importance?

Is there time?



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GUIDING COALITION

GUIDING COALITION

Why guiding coalition? Because major change is so difficult to accomplish, a powerful force

is required to sustain the process. No one individual, is ever able to develop the right vision,

communicate it to large numbers of people, eliminate all the key obstacles, generate short-

term wins, lead and manage dozens of change projects, and anchor new approaches deep in

the organization¶s culture. Weak committees are even worse. A strong guiding coalition is

always needed²one with the right composition, level of trust, and shared objective.

The right structure, membership, characteristics, roles and responsibilities, levels of

commitment and trust, and programmatic approach.

Def inition:

y Commitment and participation of management

y Involvement of process owners in design

y Formal power through hierarchical position

y Authority and leadership qualities

y R elevant experience, expertise and respect



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GUIDING COALITION

GU D G C AL T ST UCTU E: A TH EE-T E ED

APP ACH

.

Executi e

Leadershi

Team

Teams

Program Leader

Program

Leadershi

Team

Program

Owner

Senior

Leadershi

Team

Pro ject Team leaders

Program

Sponsor



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GUIDING COALITION

Leadership triangle

The Leadershi p Tr iangle must work in constant collaboration throughout the change effor t.

Included are the Program Sponsor, Program Owner, and Program Leader. Main ob jecti es

are to:

y Share information with each other concerning r isks and oppor tunities in the change

pro ject

y Resol e issues and work challenges affecting the success of theGuiding Coalition

y Suppor t and reinforce each other as change leaders

y Show up as a united and aligned team, full suppor ting the vision of the pro ject

y Agree on all organi ation changes

y Agree on communications

ProgramSponsor

Program

Owner

Program

leader

Executive leadershi p

Team

Senior leadershi p

Team

Program leadershi p

Team



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GUIDING COALITION

RE ON IBILITIE

Executive leadership team

Own the overall change effort and long-term resource commitment

Create the overall vision and strategy for the change effort

Agree to fundamental goals and outcomes for the change effort

Ensure that the vision for the change effort is aligned with the vision for the company

Secure executive buy-in to the change effort across the organization

Ensure senior management alignment and commitment mechanisms

Program Sponsor

Set direction plus expectations around pace, timing, results, etc.

Maintain alignment in the Executive Leadership Team

Select and coach key senior leadership owner(s) and Guiding Coalition members

Secure senior executive support and buy-in

Senior Leadership Team

Own the business case and the plan to achieve the change effort. Ensure that the change effort

is aligned with business objective. Establish boundaries for the improvement. Provide

resources and access across the organization and into their territories; eliminate barriers;

resolve conflicts. Actively contribute to the change effort through frequent working sessions

and related accountabilities.



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GUIDING COALITION

Provide continuity of operations, and implement changes. Mentor Program Leadership Team

members. Provide information and feedback in support of Program Leadership Team

activities and outputs. Monitor ongoing results, serving as counsel and "sounding board"

Maintain linkages to other company initiatives.

Program Owner

Share direct accountability - with the Program Leader - to the Executive Leadership Team for

quality, outcomes and results of the change effort. Link among the Senior Management

Team, the Executive Leadership Team, and Program Leadership Team. Create buy-in,

support, and alignment in the Senior Leadership Team. Develop the program structure; define

structure for decision-making. Secure ongoing funding, and maintain adjustments to budget

Select key Program Leadership Team members, considering their career

management/development opportunities.

Putting together the right coalition of people to lead a change initiative is critical to its

success. That coalition must have the right composition, a significant level of trust, and a

shared objective. Too often companies that start a change initiative create a low credibility

committee to drive the change. When this happens, thing slip along until the initiative falls

apart. These efforts are doomed from the start and, as a result, the company¶s competitive

position gets a little weaker and the industry leaders get a little further ahead.

T E IMPORTANCE OF TEAMS TO DECISION MAK ING

In a rapidly changing world, complex organizations are forced to make decisions more

quickly and with less certainty than they would like and with greater sacrifice than they

would prefer. It is clear that teams of leaders and managers, acting in concert, are the only

effective way to make productive decisions under these circumstances.



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GUIDING COALITION

FOUR QUALITIES OF AN EFFECTIVE GUIDING

COALITION

Position Power

Are the key players on board? Position power can often be used to ³block´ progress. Formal

authority/managerial skills. Each has the necessary influence and/or decision-making

authority within the organization to get things done.

Expertise

All relevant points of view should be represented so that informed intelligent decisions can be

made. Are the various points of view-in terms of discipline, work experiences, grade level, or

departments on the team? The group¶s combined experience, competency, background, and

worldview are both diverse and relevant to the change effort, enabling objective, informed,

and intelligent decisions. R elevant knowledge about what is really happening internally and

externally. Internal knowledge is often necessary for overcoming barriers and resistance.

Credi ility

The group should be seen and respected by those in the firm so that the group¶s

pronouncements will be taken seriously by other employees. Does the group have enough

people with good reputations so others will take their work and recommendations seriously?

Each believes in the vision of the change effort, wants the change, and is willing to fight for

it. Each has a solid track record and credibility so that his/her proposals will be taken

seriously.

Leadership

The group should have enough proven leaders to be able to drive the change process. The

groups include enough proven leaders to be able to drive the change process? Skills



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GUIDING COALITION

associated with vision, communication, and motivation. Each is a proven leader from the

organization who is able to drive the change effort.

This last point is particularly important. The Guiding Coalition should be comprised of both

managers and leaders who work together as a team. The managers keep the process under

control while the leaders drive the change. A Guiding Coalition with good managers but

poor leaders is likely to produce plans but not vision. It will vastly under communicate the

need for change and it will control rather than empower people. A Guiding Coalition that

has all leaders and no managers is unlikely to create the short-term wins necessary to sustain

a change initiative.

It is essential that the team develop a level of trust in one another. This is the glue that makes

the team function well. In today¶s world, team building has to happen quickly. Typically,

this occurs in an off-site with carefully facilitated activities that allows for team members to

make connections between both hearts and minds.

Constructing the right team and then combining a level of trust with a shared goal in which

the team believes can result in a guiding coalition that has the capacity to make needed

change happen despite all of the forces of inertia.

If you are an educational leader, how much time and consideration do you give to putting

together a team that has the right mix of skills, trusts each other, and agrees to the objective?

It doesn¶t make any sense to appoint people to your team just because it is their turn to be

grade level representative this year.



11

GUIDING COALITION

WHAT CAN GO WRONG?

Ego

The individual does not have a realistic sense of his/her weaknesses and limitations, does not

appreciate the strengths of others, and will not subjugate his/her immediate interests for a

greater cause.

R eluctance

The individual has been included for political or unknown reasons, has not fully bought into

the change, has no sense of urgency, and does not participate fully.

Manipulation

The individual damages trust and respect by managing multiple agendas, playing people

against each other, and saying one thing and doing another.

Passive Aggression

The individual says the right thing, seems to go along with the program - but, behind the

scenes, and reverses personal decisions and plants seeds of doubt and destruction by talking

negatively about the effort and/or members of the Guiding Coalition.

Team Composition

The leader puts together a team that includes people from all grade levels or departments. The

group may include an up-and-coming leader in the organization, but it does not have the top

three or four individuals in the executive pecking order.



12

GUIDING COALITION

Team Problems

Because everyone on the task force is busy, and because some are not convinced this is the

best use of their time, scheduling enough meetings to create a shared diagnosis of the firm¶s

problems and to build trust among the group¶s members becomes impossible.

A guiding coalition that operates as an effective team can process more information, more

quickly. It can also speed the implementation of new approaches because powerful people are

truly informed and committed to key managers.

You need both management and leadership skills on the guiding coalition, and they must

work in tandem, teamwork style. The former keeps the whole process under control, while

the latter drives change.

Your Guiding Coalition cannot afford to overlook this step. I believe this to be one of the

most critical steps in a Guiding Coalition life cycle - the right "guiding coalition" will be able

to meet roadblocks head on. The wrong or lack of support in this area has derailed many great

projects.

CREATING THE COALITION - HOW?

Guiding coalitions that make things happen:

FINDING THE RIGHT PEOPLE

y The head of the Department must be involved, engaged, and committed to the change

y The group must consist of people who show enthusiasm and commitment to the

process

y The group¶s membership must have strong position power, broad expertise and

diversity, and high credibility within their circle of influence



13

GUIDING COALITION

y The group must consist of proven leaders who can drive the change, tout the vision,

and empower others, and good managers who can develop plans and control the

processes

y The group¶s membership must be devoid of large egos, those who gossip and create

mistrust, and those who are reluctant players

y Strong position power, broad expertise, high credibility

y Leadership and management skills

y Change group must share diagnosis of organizational problems, otherwise they¶ll not

agree on the cure.

y Create a ³search committee´ to nominate and vet potential candidates

y Communications needs to be ready to go

LEADER SHIP

According to Drucker leadership is based on four attributes

a) Leaders have followers,

b) Leadership is not a popularity contest,

c) Leaders are highly visible and set examples, and

d) Leadership is not a title or privilege; it is accountability.

Leadership failure often results from the failure to develop a coalition that understands the

end goal or the failure of the team to hold each member accountable for individual behaviors.

If leaders do not overlook developing a coalition, the leadership failure resides in the leader¶s

inability hold members of the coalition responsible for their role in the change initiative.

Once behaviors are inconsistent with actions, a lack of trust ensues and followers begin to

mentally exit the process.



14

GUIDING COALITION

Leadership denoted that leaders are change agents who affect motivations or competencies in

other group members, which provide evidence that leadership, could pass from one member

in the group to the next.

CREATING TR UST

If there is not enough trust within the guiding coalition or between the coalition and the

employees, change efforts are doomed to fail. A lack of organizational trust will make change

efforts even more difficult²if not impossible. Trust is essential to the effectiveness of the

guiding coalition.

The Importance of Trust

High trust contributes to

y Effective problem solving

y Open and honest communication

y Willingness to cooperate

y The creation of a shared objective

R isk and reciprocity

Components of Trust

y Integrity (Honesty and truthfulness)

y Consistency (R eliability, predictability, and good judgment)

y Loyalty (Willingness to protect and save face for others)

y Openness (Willingness to share ideas and information)

y Competence (Technical, professional, and interpersonal skills)



15

GUIDING COALITION

Developing trust causes barriers to come down, meaningful and honest discussion to take

place, and positive momentum to flow

Meetings should be formatted to minimize frustration, and events planned that encourage

bonding, sharing, and mutual understanding. Lots of talk and joint activities with the

employees, such as off-site events Trust must be raised to have people looking beyond their

small world.

Develop a common goal

Only when all the members of the group want to achieve the same objective does real

teamwork become feasible.

That objective should be anchored in a commitment to excellence and a real desire to change.

The group has to have the capability, in membership and method of operating, to guide a very

difficult change process ± creating a culture of sharing.

The number one internal problem is the lack of consensus among the leaders, followed

closely by frustration and apathy, resulting in the loss of desire and initiative to make

necessary changes. The past, present, and future leaders themselves have not reached a

consensus on the direction should be heading.



16

GUIDING COALITION

HOW TO ENSURE COMMITMENT OF GUIDING

COALITION MEMBER S

y Encourage individuals to declare their commitment to the change effort to the

entire organization both orally and in writing

y Encourage individuals to view the change effort as a learning journey that will

support their personal growth and ability to leave a legacy

y Ensure that training and education are offered throughout the journey to enhance

individual competencies and marketable skills

y Ensure that, post-change, the careers of individuals will be handled respectfully

and professionally

If burn-out occurs, side-lining or exiting will be allowed

If bridges are burned, ³sponsor-led´ efforts to rebuild relationships will be

provided

If redeployed, meaningful opportunities will exist

If terminated, full external career management services will be offered



17

GUIDING COALITION

R eference:

www.goolge.com/definitions

http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm

http://en.wikipedia.org/wiki/Forming-storming-norming-performing

http://www.projectsmart.co.uk/team-building.html

http://www.ccl.org/leadership/pdf/publications/readers/reader 414ccl.pdf

http://www.med.upenn.edu/oe/user_docs/GuidebookReader.pdf

http://www.change-management.com/tutorial-5-tips-competency.htm

http://www.articlesbase.com/extreme-sports-articles/things-to-do-before-you-start-team-building-

activitiesv

http://www.dummies.com/how-to/content/ten-qualities-of-an-effective-team-player.html

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