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BUAD422 Exam 3
Terms in this set (34)
Sources of Change
Success or Failure
ProMPT Model for managing organizational change
Moves Toward Alignment
Energetically advocate for change
- "Commanding" is not sufficient
- The business leader must be the champion of change
- It is essential that the whole TMT provide visible leadership of the change - with a completely consistent message
- Getting widespread involvement and participation through a change process is absolutely the best way to persuade
The message is VERY important
BUT equally important considerations are...
- Sender: Who is the right messenger
- Receiver: Who do we want to get this message? How do we want them to get it?
- Coding: How can we facilitate interpretation?
- Medium: How should the message be delivered?
- Feedback: how do we get & use feedback?
see picture in notes
- Who is/are the appropriate person(s) to deliver the message
- Top Management Team?
- Key Leader?
- Who is most trusted and respected by the recipients?
see picture in notes
Naïve followers: Educate, involve, ground commitment
Cheerleaders: bolster, hug inoculate
Cynics: Abandon, Force Acceptance
Adversaries: Persuade with Evidence
Skeptics: Answer questions, inform, Persuade
- Know what you want people to know
-- How will they interpret it!!
- Frame the issue
-- Opportunities are more attractive if they are not radical
-- Threats allow for more risk-taking
- Use of storytelling
-- Vivid description
-- Be relevant, be appropriate
- Provide sound evidence
-- New, understandable, credible, pertinent
- Demonstrate Confidence!
- Repetition and Redundancy Use multiple examples
- Use different modalities Maintain a consistent key message
- Value visual media
- Move beyond slides & paper Proximity should match intensity
1. Identify/Create a need... what is the pain? Make it personal
2. Offer your solution... what is the plan? You don't have to have all the answers up front
3. Describe the benefits.. What's in it for them?
4. Outline consequences of non-compliance
- Persuasion involves managing feedback
- Seek feedback
- Aids in interpretation
- Signals importance from receiver
- Provides information
- Displays competency
-- Remain calm; don't get defensive; stay on message
- Follow up as necessary
- As a leader of change, you are must be an evangelist for change
- Effective persuasion uses on every aspect of communication to engender support and commitment
- Provide resources for the change
- Change isn't free
- Staff the change initiative
- Dedicate funds for the change initiative
- Monitor and control the change initiative
- Dedicated vs. Split Resources
Dedicated full time responsibility for success
-- Split maintain current work in addition to overseeing change
- Core issues is span of control for change project
-- Employee experience
-- Diversity of tasks
-- Complexity of tasks
-- Task interdependence
-- Organizational turbulence
- How much budget will be needed?
-- Expected vs. allocated vs. actual
- Where will funding come from?
-- Existing sources
-- Cannibalized resources?
-- New revenues?
Who is responsible for enacting change?
Program Management Office?
Human Resource Management department? Embedded resources throughout organization?
How is success measured?
What are the objectives?
DO objectives align to outcomes
How will setbacks be managed?
Will you burn the boats?
How quickly can you pivot?
Moves Towards Alignment
- Goal is to maintain alignment along the way
- Maximize your movement
- Make moves early and on-going moves towards alignment
- Make moves around the entire star
- Make moves functional areas also
-- e.g., operations, marketing, R&D, etc.
- Market he moves visible
The case for Political Awareness
- "Just world hypothesis"
1. The believe that the world is just a place, and good things happen to good people Link between job performance and job outcomes are weak
The case for Political Awareness
2. In order to maintain self-esteem, people will preemptively surrender or do things to put obstacles in their own way Rather than examine and learn from political interactions, people blame "politics" and claim a moral high ground
A variety of activities associated with the use of influence tactics to improve organizational interest
A variety of activities associated with the use of influence tactics to improve one's personal interests
-- Increase personal power
-- Influence organizational outcomes
-- Manage stress and job demand
Demonstrate competence Get results Seek out opportunities
Control over resources
-- Make your resources available to others
-- Promote your resources
-- Help others gain access to resources not under your control
Ties to powerful others
-- Do favors
-- Seek out interdependence opportunities
-- Physical presence
- Which subunits/teams hold power?
- Which people hold power?
- How will it change effort impact those in power?
- For this powerful people, what is the source of their power?
- Formal position?
-- Deliver news from someone higher in command
- Resource control?
-- Frame the benefits; WIIFT
- Ties to powerful others?
-- Get them on board with the change first
Traits of Powerful People
- Ambition- don't be afraid to ask
- Energy- be willing to put in the work
- Focus- pay attention to details
- Self-Knowledge- be able to reflect and learn
- Confidence- believe in yourself
- Empathy- be sensitive to others
- Tolerate Conflict- task vs. personal conflict
- Advocate for yourself- let others know your wins
- As with all things... don't go overboard
- Forms quickly... first impressions matter
- Try to be... reliable, predictable, gets things done
- Influential and powerful
- Avoid being Difficult, argumentized, temperamental
Tips on building a strong reputation
1. Be early
2. Dress better than expected
3. Remember names... takes notes & review them
4. Be a little more formal than necessary
5. Offer solutions... hold opinions
- Change ALWAYS takes longer than you anticipate
- Have a conscious plan for pace of changes
-- Think in terms of waves, phases and "way stations"
- Duration is only a minor factor in success
- Vigilance is more important
-- How frequently the change campaign is reviewed
-- Every 6-8 weeks is ideal
- Change Plan
Agenda of Review
1. Progress to date Remember the importance of early wins
2. Roadblocks/issues Be human with stragglers, but don't gear the pace to them Identify and address issues early
3. Modifications to game plan How does that impact your overall alignment?
4. Next Steps Be specific, and assign ownership
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