1.
Leading & Managing
Change

2.
For the next hour..
Madness of change
Fear of change
Leading change
Different cultures
Leading & Managing Change
2

3.
Why it's important to
Embrace change… and Lead it
Reality:
In case you haven’t noticed… the world is changing!
Life is Changing
Sameness Versus Never before
Identity Versus Madness
Leading & Managing Change
3

4.
Change will not only continue, it will increase…
How can we learn to surf the waves of change,
rather than be swept away?
• The identity crisis: organizations as teen-agers
• The better you know who you are, the more open you are to
Leading & Managing Change
change
• The more unsure you are, the more threatened you feel, the
more averse to change
• The tragedy of our times: the more change, the more
uncertainty in the global socio-economic and physical
environment, the more threatened people feel, the more
rejection of change
4

5.
The Question
How many psychologists do you need to change a lamp?
Only one. But the lamp needs to really WANT to change…
Leading & Managing Change
5

6.
The Door to Change
The door to change only opens from within.
Leading & Managing Change
6

7.
Feel
Safe
Leading & Managing Change
7

8.
Leading & Managing Change 8

9.
Ask Yourself
Who are you?
What do you want?
Leading & Managing Change 9

10.
Geography
Leading & Managing Change 10

11.
Connectivity
Leading & Managing Change
11

12.
Learning Anxiety – The Fear of Change
Temporary Incompetence
Punishment For Incompetence
Loss Of Personal Identity
Loss Of Group Membership
Leading & Managing Change
12

13.
Principles Of Transformative Change
1. Fear of (not) SURVIVING (sense of urgency) must be
greater than the fear of LEARNING
2. Learning anxiety must be reduced, rather than increasing
Fear of
Learning S > L
Leading & Managing Change
survival anxiety
Fear of (not)
Surviving
13

14.
Leading & Managing Change
Not Rational
14

15.
Vectors
Values, beliefs, culture, “right” & “wrong”, ethics, aesthetics
Spiritual
Feeling Thinking
Emotional Rational
Physical
Acting, doing
The
“Mind”
The “Brain”
15

16.
How Do You Create Psychological Safety?
Leading & Managing Change
16
• A compelling positive vision
• Formal training
• Involvement of the learner
• Informal training of relevant “family” groups
and teams
• Practice fields, coaches and feedback
• Positive role models
• Support groups
• Room for discussion, expression, clarification
• Consistent systems and structures

17.
Change: The Formula
C = V F D > X
C - Change
V - Vision
F - Expected success feasible (first steps)
D - Dissatisfaction w/ present
X - Cost of change
Leading & Managing Change
17

18.
Rules Of Thumb For Change Agents
Herbert A. Shepard
Leading & Managing Change
1. Stay alive
2. Start where the system is
3. Don’t work uphill
1. Don’t build hills as you go
2. Work in the most promising arenas
3. Don’t use one when two can do it
4. Don’t over-organize
5. Don’t argue if you can’t win
4. Innovation requires a good idea,
initiative and a few friends
5. Load experiments for success
6. Light many fires
7. Keep an optimistic bias
8. Capture the moment
18

19.
Culture Differences
Leading & Managing Change
19

20.
Action & Implementation
Time
Leading & Managing Change
Action
German
Dutch
American / UK
French
Brazilia
n
20

21.
Communication
Leading & Managing Change
From specific information to general,
contextual information
From general, contextual
information to specific information
21

22.
Definitions
Power Distance – Less powerful members of institutions and organisations
accept that power is distributed unequally.
Individualism – People are supposed to look after themselves and their
immediate family only. versus (Collectivism) - People belong to in-groups or
collectivities which are supposed to look after them in exchange for loyalty.
Performance – The dominant values are achievement and success
Versus (Caring) - The dominant values are caring for others and quality of life
Uncertainty Avoidance – People have created beliefs and institutions to
avoid ambiguous situations
Long-Term Pragmatism – Pragmatic future-orientated perspective rather
than a normative, historic or near term point of view.
Leading & Managing Change
22

23.
23 23

24.
Culture Implications For Change
Leading & Managing Change
Egalitarian
• Broad guidelines
• Rely on team
• Decentralized
• Questioning
24
Hierarchical
• Detailed
instructions
• Rely on leader
• Centralized
• Clarification asked

25.
How do you
convince people to
change?
25

26.
We have seen…
Leading & Managing Change
• Madness of change
• Fear of change
• Leading change
• Different cultures
26

27.
Reactions to change
Leading & Managing Change
1. Shock
2. Denial
3. Guilt
4. Projection
5. Rationalization
6. Integration
7. Acceptance
27