The document discusses different approaches to change management, labeled Theory X and Theory Y. Theory X assumes employees dislike work and need to be coerced, while Theory Y assumes employees can exercise self-direction and are motivated by higher-level needs. The document argues that Theory X approaches are less effective today given social and legal contexts. It presents the Leadership Mastery Framework as a way to effectively apply Theory Y approaches using practices that develop strategic framing, beliefs/mindset, resilience, and leverage of experiences. These help create a growth mindset culture where challenges are embraced and failure is seen as a learning opportunity.

1. Roberto Quaglia, Ph.D.
Professor of Strategy and Management
rq@roberto-quaglia.com
Change Management:
success has to do with
people
Brescia, 30th September 2016

2. The Big Boss sends me to Mr. Smith
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… start with Mr
Smith …
Yes, Sir!

3. Mr Smith wants to be called General Giap
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4. We have a problem
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Can we win, if we engage?
Do we have an alternative?

5. Let’s analyse what it means choosing “war” (Approach X)
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In terms of basic assumptions:
• Employees dislike work
• They are lazy
• They lack ambition
• They dislike responsibility
• They are resilient to change
• They must be coerced to perform
In terms of management role:
• Command
• Control
• Coercion of some type
• Either soft or hard (carrot or
stick) What do I need to succeed?
• Munitions/budget
• Time
• Flexibility of constraints

6. Can Approach X be effective today?
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Todays’ context in developed
countries:
• People have most of what
they need and it is difficult to
motivate them with more
(within reasonable budgets)
• Society and legislation make
it almost impossible to
withdraw acquired “rights”
Would you go at war with no
weapons?

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Dis-satisfaction
Neutral
Satisfaction/
Motivation
Why is approach X not that effective today
Frederick Hertzberg
Theory X
Theory Y
Douglas McGregor

8. Theory Y offers an alternative approach …
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Theory X
Employee dislike work, are lazy,
lack ambition, dislike responsibility,
are resilient to change, must be
coerced to perform
Theory Y
Employee like work, are creative,
ambitious, seek responsibility, can
exercise self-control and self-
direction
Management X
• Command
• Control
• Coercion
• Lower order needs
Management Y
• Context
• Self-direction
• Self-control
• Higher order needs

9. … and toady we have what it takes to be effective with approach Y
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Luckily,
In the last 50 years we have
developed and tested a
number of management
practices, which can make
Management Y an effective
alternative

10. A little wrap-up before going further
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Can X type approaches be effective?
• Less and less given the social context of
developed economies
Do we have an alternative?
• Yes, with a new assumption on human
nature (theory Y) and by tapping on
other motivation levers (higher order
needs)
• Are we equipped with effective
management practices?

11. With the Leadership Mastery Framework, I want to share with you a structured
synthesis of effective management practices for approach Y
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“Is it possible for me?
Do I want it?”
“How can I
leverage my
experiences?”
“Am I equipped to
overcome road-
blocks?”
“Do I believe I can do
it?”
Strategic
framing
Beliefs &
Mindset
Resilient
mastery
Leverage “Centred
stance for
sustainable
performanc
e”
“Centred
stance for
sustainable
performance”

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℗ External environment
℗ Appraising capabilities
℗ Intentionality
Strategic framing
• 360° Assessment
• MBTI profiling
In practice, an assessment is used in order to prioritize initiatives …
℗ Self-efficacy enhancement
℗ Mindset “trimming”
℗ Leadership style awareness
℗ Vulnerability propensity
℗ Emotional intelligence
℗ Personality type awareness
Beliefs & Mindset
Resilient Mastery
Leverage
℗ Mastery awareness
℗ Problem solving
℗ Communication/influence
℗ Immunities to change
℗ Networking leverage
℗ Energy management
℗ Self-confidence
℗ Personal branding
℗ Self reward management
℗ Feedbacks and networks

13. 13rq@roberto-quaglia.com
… both at individual and group level
Strategic
framing
Beliefs &
Mindset
Resilient
mastery
Leverage
Optimal personalisation:
¶ Individual level:
• Personal development
plan
• Personality type profiling
• Coaching base line
¶ Group level
• Confirmation priority
capability pillars
• Coaching base line

14. Mindset and Beliefs are the psychological side of the equation
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Key question
“Do I believe
I can do it?”
As a gardener, provide your plants
with the appropriate context and
they’ll grow!
Mindsets and Beliefs
The psychological side of the
equation
• Mindset
• Beliefs
• Personality
• Emotions

15. Self Efficacy is a very powerful belief to be fostered
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Prof. A. Bandura, Stanford University
“Self Efficacy”
“Belief in one’s capability to organise
and execute courses of action”
Mastery Experience
Modelling
Social persuasion
Physiological
factors
2
3
4
1

16. Is that enough?
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“No, organizations can be
our worst enemy … unless …”
“ … they foster a “growth
mindset” type of culture,”

17. A growth mindset is the trigger for individual and organisational
improvement
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¶ Desire to look smart … therefore
¶ … avoid challenges
¶ … give up easily
¶ … effort is for the incapable
¶ Desire to learn … therefore
¶ … embrace challenges
¶ … persist in the face of seatbacks
¶ … effort makes me smarter

18. What does it mean for an organization?
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• The Boss is superior, another league
• Mistakes: face saving and reputation are absolute priorities
• Challenges: risks to be avoided
• Feedbacks: critics, challenges to reputation
• Effort: to much is a sign of weakness
• Stars: competitors
• Failure: I cannot happen
• The Boss is ahead of me in the learning curve
• Mistakes: admit, learn, move on
• Challenges: opportunities to develop new capabilities
• Feedbacks: gifts, useful information for further improvement
• Effort: a natural ingredient for success
• Stars: role models, sources of inspiration, examples to imitate
• Failure: it can happen

19. How an organisation can support a growth mindset?
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«If we win because we
are winners, then when
we loose, it must makes
us a looser»
Josh Witzkin
Praise and
feedback on
process
Be supportive
with people
trying
Find role models
among best
practices and
champions
Understand root
causes of best
practices and
share a method
Warn that no
“God gift” can
make you a long
term winner

20. Resiliency capitalises all previous investments
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Key question
“Am I equipped
to overcome
road-blocks?”
Don’t let them down when facing
implementation road-blocks!

21. How can I develop resiliency?
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““At the heart of it,
mastery is practice.
Mastery is staying on the
path”.
George Leonard
Skills
Mental
complexity
Technical challenges
Support people with capability
building
Adaptive challenges.
Support people by developing mental
complexity and overcome immunities
to change.

22. Immunities to change arise when the current level of mental
complexity is not sufficient to cope with a specific challenge
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23. How do we overcome immunities to change in practice?
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Key steps
• Adaptive Framing: working
the root causes of the
obstructive underlying
commitments
• Immunity x Ray: individual
or team process to
individualise and overcome
competing commitments.
Immunity X Ray details
• Timing: about 6 months
• Setting: team workshops or
individual sessions
• Process:
− Identify goals
− Identify obstructive
behaviours
− Identify hidden competing
commitments
− Change big assumptions

24. To conclude
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Can X type approaches be effective?
• Less and less given the social context of
developed economies
Do we have an alternative?
• Yes, with a new assumption on human
nature (theory Y) and by tapping on
other motivation levers (higher order
needs)
• We can count on effective management
practices for addressing the challenges
of self-determination and self-control.

25. Sharing a growth mindset can have great impact on performances
THANKS FOR YOUR ATTENTION
www.roberto-quaglia.com
www.linkedin.com/quagliar
rq@roberto-quaglia.com
Do not hesitate to contact me if I can
be of any help

26. BACK-UPs

27. Strategic framing shall produce “intentionality”
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Key question
“Is it possible
for me? Do I
want it?”
TMT
Management
& Employees
High level direction
• Why shall we change
• Strategic objectives
• Constraints
• Decision criteria/values (i.e. 10
commandments)
Strategic initiatives
• Workouts by unit
• Involvement of line people
• Managers facilitate and make
decisions
Don’t tell them what to do, let them
discover it and engage!

28. Workouts is one of the tools available
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Setting (example)
• Input: strategic objective and
constraints
• Participants: unit leader,
his/her boos, his/her team,
facilitators
• Output: initiatives and
decisions for reaching
strategic objective given the
constraints
• Timing: 2-3 days
A real case
• Input: productivity (R/C)
• Participants: 50 people (unit
leader, his/her boos, his/her
team, facilitators)
• Output: 108 proposed
initiatives; 80% decided on
the spot.
• Timing: 3 days

29. Sharing a growth mindset can have great impact on performances
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Dweck & Muller Study
• Two groups of children
• Faced to a simple
challenge
• Two different feedbacks
Group1
“You must be good at this”
Group2
“You must have tried really
hard”

30. One single feedback could influence mindset and performance very
much
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0%
5%
10%
15%
20%
25%
30%
35%
40%
FM GM
% misintepreting score
-2
-1
-1
-
1
1
2
FM GM
Change in scoreat the same difficulty
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FM GM
% choosing hard puzzle
As a next test, would you
have an easy of difficult one?
When given an easy one,
how did they perform
When asked to appraise
their performance, how did
they do?

31. Finally, leverage for engaging the next gear
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Achievements shall be leveraged:
• At individual level, as a mastery experience
• At organisational level, as a source of social
persuasion
Leverage achievements both
individually and organisationally!