CHANGE MANAGEMENT

Q.1:- What are the Change management principles? Explain Jon P. Kotter’s of Steps
to successful change.

Ans:- · At all times involve and agree support from people within system (system =
environment, processes, culture, relationships, behaviours, etc., whether personal or
organizational).

· Understand where you/the organization is at the moment.

· Understand where you want to be, when, why, and what the measures will be for having got
there.

· Plan development towards above No.3 in appropriate achievable measurable stages.

· Communicate, involve, enable and facilitate involvement from people, as early and openly
and as fully as is possible.

1.9 John P Kotter’s ‘Eight Steps to Successful Change’

John Kotter’s highly regarded books ‘Leading Change’ (1995) and the follow-up ‘The Heart
of Change’ (2002) describe a helpful model for understanding and managing change. Each
stage acknowledges a key principle identified by Kotter relating to people’s response and
approach to change, in which people see, feel and then change: Kotter’s eight step change
model can be summarised as:

1. Increase urgency – inspire people to move, make objectives real and relevant.

2. Build the guiding team – get the right people in place with the right emotional
commitment, and the right mix of skills and levels.

3. Get the vision right – get the team to establish a simple vision and strategy, focus on
emotional and creative aspects necessary to drive service and efficiency.

4. Communicate for buy-in – Involve as many people as possible, communicate the

essentials, simply, and to appeal and respond to people’s needs. De-clutter communications –
make technology work for you rather than against.

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5. Empower action – Remove obstacles, enable constructive feedback and lots of support
from leaders – reward and recognise progress and achievements.

6. Create short-term wins – Set aims that are easy to achieve – in bite-size chunks.
Manageable numbers of initiatives. Finish current stages before starting new ones.

7. Don’t let up – Foster and encourage determination and persistence – ongoing change –
encourage ongoing progress reporting – highlight achieved and future milestones.

8. Make change stick – Reinforce the value of successful change via recruitment, promotion,
and new change leaders. Weave change into culture.

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Q.2:- Explain briefly the reasons why people resist change?

Ans:-

1. The Risk of Change is Seen as Greater than the Risk of Standing Still Making a
change requires a kind of leap of faith: you decide to move in the direction of the unknown
on the promise that something will be better for you. But you have no proof. Taking that
leap of faith is risky, and people will only take active steps toward the unknown if they
genuinely believe – and perhaps more importantly, feel – that the risks of standing still are
greater than those of moving forward in a new direction. Making a change is all about
managing risk. If you are making the case for change, be sure to set out in stark, truthful
terms why you believe the risk situation favors change. Use numbers whenever you can. At
the very least, they get our attention, and then when the rational mind is engaged, the
emotional mind (which is typically most decisive) can begin to grapple with the prospect of
change. But if you only sell your idea of change based on idealistic, unseen promises of
reward, you will not be nearly as effective in moving people to action. The power of the
human fight-or-flight response can be activated to fight for change, but that begins with the
perception of risk.

2. People Feel Connected to Other People Who are Identified with the Old Way We
are a social species. We become and like to remain connected to those we know, those who
have taught us, those with whom we are familiar – even at times to our own detriment.
Loyalty certainly helped our ancestors hunt antelope and defend against the aggressions of
hostile tribes, and so we are hard wired, I believe, to form emotional bonds of loyalty,
generally speaking. If you ask people in an organization to do things in a new way, as
rational as that new way may seem to you, you will be setting yourself up against all that hard
wiring, all those emotional connections to those who taught your audience the old way – and
that is not trivial. At the very least, as you craft your change message, you should make
statements that honor the work and contributions of those who brought such success to the
organization in the past, because on a very human but seldom articulated level, your audience
will feel asked to betray their former mentors (whether those people remain in the
organization or not). A little good diplomacy at the outset can stave off a lot of resistance.

3. People have No Role Models for the New Activity Never underestimate the power
of observational learning. If you see yourself as a change agent, you probably are something
of a dreamer, someone who uses the imagination to create new possibilities that do not
currently exist. Well, most people do not operate that way. It is great to be a visionary, but
communicating a vision is not enough. Get some people on board with your idea, so that you
or they can demonstrate how the new way can work. Operationally, this can mean setting up
effective pilot programs that model a change and work out the kinks before taking your

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innovation “on the road.” For most people, seeing is believing. Less rhetoric and more
demonstration can go a long way toward overcoming resistance, changing people’s
objections from the “It can’t be done!” variety to the “How can we get it done?” category.

4. People Fear they Lack the Competence to Change This is a fear people will seldom
admit. But sometimes, change in organizations necessitates changes in skills, and some
people will feel that they will not be able to make the transition very well. They do not think
they, as individuals, can do it. The hard part is that some of them may be right. But in many
cases, their fears will be unfounded, and that is why part of moving people toward change
requires you to be an effective motivator. Even more, a successful change campaign includes
effective new training programs, typically staged from the broad to the specific. By this I
mean that initial events should be town-hall type information events, presenting the rationale
and plan for change, specifying the next steps, outlining future communications channels for
questions, etc., and specifying how people will learn the specifics of what will be required of
them, from whom, and when. Then, training programs must be implemented and evaluated
over time. In this way, you can minimize the initial fear of a lack of personal competence for
change by showing how people will be brought to competence throughout the change
process. Then you have to deliver.

5. People Feel Overloaded and Overwhelmed Fatigue can really kill a change effort,
for an individual or for an organization. If, for example, you believe you should quit
smoking, but you have got ten projects going and four kids to keep up with, it can be easy to
put off your personal health improvement project (until your first heart attack or cancer scare,
when suddenly the risks of standing still seem greater than the risks of change!). When you
are introducing a change effort, be aware of fatigue as a factor in keeping people from
moving forward, even if they are telling you they believe in the wisdom of your idea. If an
organization has been through a lot of upheaval, people may resist change just because they
are tired and overwhelmed, perhaps at precisely the time when more radical change is most
needed! That’s when you need to do two things: re-emphasize the risk scenario that forms
the rationale for change (as in my cancer scare example), and also be very generous and
continuously attentive with praise, and with understanding for people’s complaints,
throughout the change process. When you reemphasize the risk scenario, you are activating
people’s fears, the basic fight-or-flight response we all possess. But that is not enough, and
fear can produce its own fatigue. You’ve got to motivate and praise accomplishments as well,
and be patient enough to let people vent (without getting too caught up in attending to
unproductive negativity).

6. People Have a Healthy Skepticism and Want to be Sure New Ideas are Sound It is
important to remember that few worthwhile changes are conceived in their final, best form at
the outset. Healthy skeptics perform an important social function: to vet the change idea or
process so that it can be improved upon along the road to becoming reality. So listen to your
skeptics, and pay attention, because some percentage of what they have to say will prompt
genuine improvements to your change idea (even if some of the criticism you will hear will
be based more on fear and anger than substance).

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7. People Fear Hidden Agendas among Would-Be Reformers Let us face it, reformers
can be a motley lot. Not all are to be trusted. Perhaps even more frightening, some of the
worst atrocities modern history has known were begun by earnest people who really believed
they knew what was best for everyone else. Reformers, as a group, share a blemished
past . . . And so, you can hardly blame those you might seek to move toward change for
mistrusting your motives, or for thinking you have another agenda to follow shortly. If you
seek to promote change in an organization, not only can you expect to encounter resentment
for upsetting the established order and for thinking you know better than everyone else, but
you may also be suspected of wanted to increase your own power, or even eliminate potential
opposition through later stages of change.

In a recent change management project, when management faced a lingering and

inextinguishable suspicion in some quarters that the whole affair was a prelude to far-
reaching layoffs. It was not the case, but no amount of reason or reassurance sufficed to quell
the fears of some people. What was the solution? Well, you would better be interested in
change for the right reasons, and not for personal or factional advantage, if you want to
minimize and overcome resistance. And you would better be as open with information and
communication as you possibly can be, without reacting unduly to accusations and
provocations, in order to show your good faith, and your genuine interest in the greater good
of the organization. And if your change project will imply reductions in workforce, then be
open about that and create an orderly process for outplacement and in-house retraining.
Avoid the drip-drip-drip of bad news coming out in stages, or through indirect
communication or rumor. Get as much information out there as fast as you can and create a
process to allow everyone to move on and stay focused on the change effort.

8. People Feel the Proposed Change Threatens their Notions of Themselves Sometimes
change on the job gets right to a person’s sense of identity. When a factory worker begins to
do less with her hands and more with the monitoring of automated instruments, she may lose
her sense of herself as a craftsperson, and may genuinely feel that the very things that
attracted her to the work in the first place have been lost. This is especially so among many
medical people and psychologists doing their graduate training, as the structures of medical
reimbursement changed in favor of the insurance companies, HMO’s and managed care
organizations in developed countries. Medical professionals felt they had less say in the
treatment of their patients, and felt answerable to less well trained people in the insurance
companies to approve treatments the doctors felt were necessary. And so, the doctors felt
they had lost control of their profession, and lost the ability to do what they thought best for
patients.

The point is not to take sides in that argument, but to point out how change can get
right to a person’s sense of identity, the sense of self as a professional. As a result, people
may feel that the intrinsic rewards that brought them to a particular line of work will be lost
with the change. And in some cases, they may be absolutely right. The only answer is to help
people see and understand the new rewards that may come with a new work process, or to see

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how their own underlying sense of mission and values can still be realized under the new way
of operating. When resistance springs from these identity-related roots, it is deep and
powerful, and to minimize its force, change leaders must be able to understand it and then
address it, acknowledging that change does have costs, but also, (hopefully) larger benefits.

9. People Anticipate a Loss of Status or Quality of Life Real change reshuffles the deck a
bit. Reshuffling the deck can bring winners . . . and losers. Some people, most likely, will
gain in status, job security, quality of life, etc. with the proposed change, and some will likely
lose a bit. Change does not have to be a zero sum game, and change can (and should) bring
more advantage to more people than disadvantage. But we all live in the real world, and let
us face it – if there were no obstacles (read: people and their interests) aligned against
change, then special efforts to promote change would be unnecessary.

Some people will, in part, be aligned against change because they will clearly, and in
some cases correctly, view the change as being contrary to their interests. There are various
strategies for minimizing this, and for dealing with steadfast obstacles to change in the form
of people and their interests, but the short answer for dealing with this problem is to do what
you can to present the inevitability of the change given the risk landscape, and offer to help
people to adjust. Having said that, I have never seen a real organizational change effort that
did not result in some people choosing to leave the organization, and sometimes that’s best
for all concerned. When the organization changes, it will not be to everyone’s liking, and in
that case, it is best for everyone to be adult about it and move on.

10. People Genuinely Believe That the Proposed Change is a Bad Idea Sometimes
people are not being recalcitrant, or afraid, or muddle-headed, or nasty, or foolish when they
resist. They just see that we are wrong. And even if we are not all wrong, but only half
wrong, or even if we are right, it is important not to ignore when people have genuine,
rational reservations or objections.

Not all resistance is about emotion. To win people’s commitment for change, you
must engage them on both a rational level and an emotional level. I’ve emphasized the
emotional side of the equation for this list because I find, in my experience, that this is the
area would-be change agents understand least well. But I am also mindful that a failure to
listen to and respond to people’s rational objections and beliefs is ultimately disrespectful to
them, and to assume arrogantly that we innovative, change agent types really do know best.
A word to the wise: we’re just as fallible as anyone.

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Q.3:- Discuss the impact of decision making in self change

Ans:- 7.8 Impact of Decision Making in Self Change

One of the most damaging things that executives do in leading transformation is to make
change-related decisions in ways that run counter to the desired culture they are trying to
build. Unfortunately, most executives are not aware of the negative impact of their decision-
making style, nor are they aware of just how visible and far-reaching the damage goes –
throughout every level of their organization. On the other hand, decision-making can be a
powerful tool for modeling a new culture, and for catalyzing tremendous employee
commitment to your organization’s change effort…if it is done effectively.

7.8.1 The Content Vs. The Process of Making Decisions

Good decision-making increases the speed of change, lowers its costs, reduces employee
resistance, promotes alignment across initiatives and organizational boundaries, and promotes
a sustainable high performance culture. In order to achieve these benefits, you must attend to
three distinct areas of effective decision-making: 1) the content of the decision, 2) the process
used to make it and 3) the human and cultural impacts the content and the process produce
(content, process, and people).

When most leaders think of decision-making, they focus only on the “content.” Was the
decision “right?” Did it produce the desired outcome? Was there another option that we
should have pursued instead?

However, bad content is seldom the problem with change-related decisions because leaders
often get their smartest people involved, or they hire outside experts to ensure that the right
decision is made. The problem lies instead in how the decisions are made. And bad decision-
making processes inevitably lead to people and cultural problems. Let us explain.

7.8.2 The Decision-Making Continuum

Change leaders can use a multitude of decision-making processes, from the traditional
command and control approach where the leader makes the decision and informs others who
must then follow, to a collaborative and participatory approach where stakeholders are
involved and the decision is made jointly. The graph below outlines and defines six options
along such a continuum.

clip_image002

Individual Owner

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Tell:

I make the decision without input.

Sell:

I have a position, and try to get others to agree before making the decision.

Input:

I make the decision after hearing your input.

Group Owner

Majority:

Group vote, majority wins.

Consensus:

We all agree about how to proceed, even though some of us think a different decision might
be better

Alignment:

We all agree this is the best decision.

The Impact of Decision-Making on Transformational Change

By definition, transformational change means that people’s mindsets and behavior, and the
organization’s culture, must change along with the business’ structure, systems or processes.
The culture change sought most often these days pertains in some way to moving beyond
command and control to some sort of “empowered, collaborative, team-oriented,
participatory norm”

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Employees watch closely how change is led (planned, designed and implemented) to see if
the espoused culture change is real and believable. If leaders talk about the organization
becoming more “service oriented and participatory,” yet lead the transformation in a
command and control way with no attention to serving those involved, then the incongruence
between their walk and talk causes employees to lose faith and resist the transformation, or at
least not positively contribute to it.

How change-related decisions are made blatantly identifies how your change efforts are being
led, and tells employees whether your espoused culture change is real or not. If your leaders
are unaware of the options for decision-making, and habitually default to leader controlled
“tell” decisions, then your transformational efforts are likely doomed to fail. Your leaders
may make the “right” content decisions, but will not be able to motivate or engage employees
to implement them successfully because their decision-making style precludes positive
employee participation and trust.

The Impact of Decision-Making on Change Leader Performance

Transformational change efforts are often fraught with conflicts and political clashes among
leaders. Executives and managers vie for larger pieces of the organizational pie, each trying
to ensure that their turf “wins” through the change. Leaders of individual change initiatives
compete for resources for their efforts, often withhold critical information from each other,
and do not adequately cooperate across boundaries to ensure the success of one another’s
projects.

In most cases, this is a power and control game where the battle wages over who owns what
decisions and how they will be made, especially regarding decisions whose impacts cut
across organizational boundaries. The single most pragmatic and effective way to minimize
these battles is to get the leaders to agree to identify who owns each major decision and what
decision-making process and style will be used. When the decision-making process is
unknown, people tend to fight for their way more vigorously. Old patterns of conflict occur,
and habitual struggles replay themselves, slowing the change effort, building even thicker turf
walls, and exacerbating negative feelings. Without a doubt, change efforts collectively run
more smoothly when the leaders driving them are aligned and cooperating. Here are five tips
for using decision-making to create such leadership and organization alignment.

Tip #1: Make the Decision-Making Process Overt to All Participants and Stakeholders

The most important aspect of your decision-making process – always – is to make your
decision-making process OVERT to those participating in it, having a stake in its success,
and those impacted by it. People relax and trust more when they know who “owns” the
decision and how it will be made. For example, you might announce, “The design team owns
this decision about the rollout strategy and which region we will implement first. They will
decide by consensus, with input from each region’s change project team.”

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When people know who owns a decision and how it will be made, they are more inclined to
abide by the decision even if they do not agree fully with it. Always announce the owner and
the process to all stakeholders and targets of the change for all significant decisions.

Tip #2: Determine Your Decision-Making Process and Style Before You Have to Use It for
Tough Decisions

Transformation is fraught with tough decisions, emotional choices with far-reaching

consequences. Often, such decisions create winners and losers, people or groups who gain,
and those who lose something important (budget, staff, authority). The higher the stakes, the
worse peoples “bad” interpersonal habits play out. All too often, conflict reigns.

As soon as you have identified the need for such a tough decision, and BEFORE you begin
the debate on it, consciously decide the decision-making process you will use (tell, sell, input,
majority, consensus, or alignment). Get agreement from everyone involved that the process
will be as defined. Then, when it is decision time, use that process. You will likely still find
that some people are disgruntled about the content of the decision, but far less so than they
might have been because they knew the process in advance.

Tip #3: Fit Your Decision-Making Process to the Situation

Notice in the Decision-Making Continuum that as leaders increase employee participation in

decisions, they also increase the level of shared commitment. This is the primary benefit of
involving more people in decisions. But be forewarned: increased involvement also means
increased time to get the decision made, and this is not always ideal. Decisions in emergency
situations or those that call for short response times or those whose scope of impact is small
are often better made by individuals. There is no one best decision-making process. The key
is to make yours conscious and OVERT, and to fit it to the situation.

Sometimes it is very appropriate for a leader to retain a decision as his or her own, even
without any input from others (which is blasphemous to participation evangelists). In other
situations, the slow process of getting to group consensus or alignment is more fitting
(blasphemous to command and control, speed is king types). In deciding which process is the
proper fit, keep in mind that even though decision-making through consensus or alignment is
usually slower, the subsequent implementation of the decision to achieve its intended results
is usually much faster. Measure speed in terms of results achievement, not in terms of
decision-making.

Another key point about speed is that consensus and alignment decision-making processes
always move faster when those participating ALL possess similar information about the
decision. Often, these processes get stuck because participants only understand their side of
the story, or what benefits them. Make sure everyone knows the risks, rewards, and benefits

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for each constituent, and most importantly, for the entire enterprise. Then consensus or
alignment will be easier to achieve.

Tip #4: Always Assess the Culture-Building Price Your Decision-Making Process Will Pay

Identifying which decision-making process to use requires you to factor in such diverse
variables as the level of urgency, scope, impact, need for cultural modeling, morale of
employees, and credibility of leadership.

Perhaps the most important variable in transformational change-related decisions is cultural

modeling. When you are trying to build a more co-creative or participative culture, you must
always consider the cultural price – and potential loss of leadership credibility – that you
might pay for using “telling” as your decision-making mode. That is not to say that you
cannot or should not use the “tell” approach at times, but rather that you should ensure that
the situation calls for it, and that you make your reasons overtly known to others. That way
they will not automatically assume that you have fallen back into the “old” command and
control mode you are espousing that your are changing.

Most of the time people understand and accept an autocratic decision-making process when
the leader overtly owns it and announces it in advance. But they resent it greatly when they
have been told that “we are moving toward a participative culture,” then decisions are
consistently made without input.

Tip #5: Be Conscious of Your Habitual Decision-Making Style and What Prevents You From
Changing It

The “tell” mode is by far the default decision-making style in today’s organizations. It simply
fits how most traditional leaders think, especially when reinforced by the command and
control cultures that prevail in organizations. If you find yourself using the “tell” mode often,
then realize that your style will likely keep your transformation from succeeding because
your people will see the gap between your walk and talk as significant, and will stop
believing and positively participating in the change.

The key is to become consciously aware of your habitual style so you can catch yourself
whenever you fall unconsciously into a tell or sell mode, without first assessing its
effectiveness and impacts. Being consciously aware, you will be better able to consciously
choose the best process for the situation. You will even be able to step outside your comfort
zone and use decision-making options that might seem awkward. If you are habitually a “tell”
decision maker, when considering a more participatory approach, you might hear your mind
saying things such as: 1) “Involving others will take too much time,” 2) “They don’t have
enough information…experience…skill to make this decision,” or 3) “If I involve them in
this decision, then they will expect to participate in all decisions.”

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 MU0009 (2 CREDITS)

SET 2

CHANGE MANAGEMENT

Q.1:- Elaborate different stage of organization change.

Ans:- Organizational change occurs when a company makes a transition from its current
state to some desired future state. Managing organizational change is the process of planning
and implementing change in organizations in such a way as to minimize employee resistance
and cost to the organization, while also maximizing the effectiveness of the change effort.
Organizational change can be conceptualized in 4 broad stages:
• Awareness
• Adoption
• Implementation
• Institutionalization
Each stage is important in the development, implementation and maintenance of a palliative
care program. Once the program has been institutionalized (stage 4), change continues within
the program and the organization through an ongoing cyclic process of assessment and
innovation.
Stage 1: Awareness
Components Operationalization
• Identify needs • Conduct needs assessment
• Search for possible solutions • Brainstorm / research ways to meet
• Create tension for change needs
• Communicate needs to key leaders
Stage 2: Adoption
Components Operationalization
• Decide upon a course of • Develop a proposal
action • Present the proposal to key stakeholders
• Formulate policy / procedure • Key personnel have time and resources to
for implementing change plan
• Allocate initial resources
Stage 3: Implementation
Components Operationalization
• Resources allocated for • Obtain resources to launch programme
implementation (money, staffing, physical space etc.)
• Carry out innovation • Being palliative care practice and
• Observe reaction of observe response
organization members • Market Palliative Care Programme
• Observe reaction of • Market Palliative Care Programme

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 organization members
• Define Roles
Stage 4: Institutionalization
Components
• Integrate innovation into
routine organization operations
• Internalize goals and values
surrounding innovation
Operationalization
• Referrals to Palliative Care Programme
become regular
• Policies and Procedures Guide Care
• Palliative Care throughout institutions
improves
• Evaluation leads to improved care

Q.2:- Mr. Bali is working in ‘United India’ a public sector company for last 15 years.
The organization is facing competition from various private and multinational
companies. To meet the challenges, management has decided to update their
information system by integrating information technology in every sphere of
functioning. Mr. Bali is accustomed to manual working system. He finds the new
technology and its working difficult to cope up with. To him the new technology is a
threat for his job performance. His professional and personal life is badly affecting due
to his new found job stress. After listening to his problem his friend suggest him to
develop self mastery.
• What nature of problem Mr. Bali is facing?
• What is self mastery?
• Explain the various spheres of self mastery that Bali should follow to cope up
the situation?

Ans:- What nature of problem Mr. Bali is facing?

Mr. Bali is facing with the problem of change management. He is not able to cope with the
change which comes after the changes in working system due to change in information
technology. In other words, we can say he is facing problem of self mastery.

What is Self Mastery?

Humans are multi-dimensional creatures. We are physical, emotional, mental, and spiritual
beings. Self mastery is the intentional pursuit of growth and development in each of these
areas. The physical aspects of self mastery pertain to maximizing your body’s health and
vitality, including strength, flexibility, and cardio vascular training, as well as getting
adequate rest and eating a healthy diet.
On the emotional level, self mastery includes: 1) developing your ability to identify and
accept your emotions, 2) being authentic, 3) releasing negative emotions in healthy and
constructive ways, 4) being sensitive to others, 5) expressing emotional vulnerability, and 6)
fostering close and meaningful relationships.
The mental aspects of developing greater self mastery focus on your mindset, in particular,
your fundamental assumptions and beliefs. This is a key component of self mastery because
mindset is causative and determines your potential for success. Here is how: your beliefs and

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assumptions determine your perceptions and judgments, which then trigger your emotions
and behaviors, which in turn determine your performance and results. In other words, the
seed of each of your successes and failures is always your mindset.
Spiritually, in the context of change leadership, self mastery pertains to knowing who you
are, pursuing your purpose in your work, being connected to your higher self, and living in
integrity with your core values. Being in touch with these deeper aspects of yourself shapes
your change leadership strategies and behaviors, and unleashes your creativity, passion and
energy.
Behavior is the fifth area of self mastery. Behavior is the external manifestation of deeper
internal processes. When you identify a behavior you seek to change, you will need to also
discover the beliefs and emotional reactions that drive that behavior. Behavior change in its
complete form touches all four other areas of self mastery.
Some of the key changes in leadership style, behavior, skills, tools, or methods called for by
transformation are listed below. Each requires some sort of personal change in the change
leaders to implement. It may be a shift of worldview, belief, or mental model, a different
emotional reaction, or a new way of dealing with people. Making these personal changes will
dBaliatically increase your change leadership success. And that is the benefit of self mastery!

1. You cannot control transformational change processes. They emerge as you proceed.
Consequently, you cannot pre-plan far in advance and expect to actually follow your plan.
You will need to constantly course correct. This will require extreme flexibility on your part,
an ability to let go of control, involve more people, and remain calm and comfortable amid
chaos and uncertainty. Each of these is contrary to the old leadership model that says leaders
should know the answers and be in control.

2. Command and control does not work well for transformation. First, you cannot control
an emergent process, and trying to do so only makes it that much more unpredictable.
Second, you need people to take responsibility and contribute, not wait for your direction.
They need to be empowered. Otherwise, your change process will move too slowly and you
will not be able to alter course as new information arises. The chain of command will bog
things down. For most leaders, this fundamental change in how they lead is profound.

3. You will need to co-create with others across boundary lines. Transformation is seldom
isolated to only one aspect of the organization. Its success almost always requires working
across functional, process, hierarchical, or geographic boundaries. This requires a well-
developed capacity to collaborate, to engage in joint decision-making and consensus
building, and working with others, not against them. Not all leaders have these skills.

4. You will need to focus first on enterprise-wide goals, and secondly on your own turf’s
needs. Transformation is always in support of some larger enterprise-wide goal, and since it
must be run with attention to cross boundary interfaces, it requires all leaders to orient first to
the bridge-building common goals of the enterprise. This is a challenge for most leaders
because they have been promoted based on their ability to deliver results in their function,

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region, or process. Sacrificing their own agenda for the needs of the larger system is a
difficult transition to make.

5. Transformation requires far more sophisticated ways of dealing with people and their
reactions. Marching into the unknown territory of transformation can be scary. People will
not just resist, they will be genuinely frightened. Their core needs will be triggered. They will
worry about their job security, competence to excel in the new organization, and whether they
will gain or lose power as a result of the change effort. People’s stress will skyrocket, and
you will need to do more than simply communicate better. You will need to learn about
deeper aspects of human dynamics such as core beliefs, human needs, and emotional
reactions in order to build strategies to deal with them. Making a real study of human
dynamics is usually uncomfortable for most pragmatic, results-oriented leaders. This is
exacerbated by the fact that the only way leaders can really learn about human dynamics is to
explore their own. In other words, you will need to pursue your own self mastery to really
learn about other people’s reactions.

6. You will need to find ways to support people and your culture to change. Likely, your
culture will need to evolve to support your organization’s transformation. Certainly, many of
your people will need to change to succeed in the new state. We do not mean simply learn
new skills. People will need to alter their behaviors (e.g., more risk-taking, greater span of
authority, increased empowerment and responsibility), which will call for deeper
introspection into their own beliefs and emotional reactions. This will require you to develop
a new depth to your coaching and mentoring. You will need to ensure that you are walking
your own talk, and are engaged in similar changes as you are asking of them. They will
expect you to lead the way. You cannot ask others to pursue self mastery if you are not doing
so.

7. You will need to engage many more people in ways other than top down.
Transformation is most successful when the entire organization works together on the same
team pulling for the same enterprise goals. This requires far different involvement strategies
than normal. Top down cannot be the knee-jerk way you implement communications,
visioning, new state design, or any of the other key change activities. You will need to think
out of the box and find ways to engage people beyond the standard project team. This can
produce anxiety in leaders as they wrestle with their internal drive for speed and their
assumptions that people should follow their orders without needing to be involved.

8. You will need to re-orient your need for speed and following a timeline. Un-
predictable, emergent processes that depend on people who are emotionally triggered and
needing to change themselves while still performing cannot be placed on a rigid timeline.
Best guesses are as good as you are going to get. You can support your organization’s
transformation to go as fast as possible, but no faster. It will take the time it takes. Trying to
force more speed only makes change go slower. This is a very tough fact for most leaders to
swallow.

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Q.3:- What are the characteristics of effective change leaders?

Ans:- According to Jon Katzenbach, and the other patrons of "Real Change Leaders", the
most effective change agents within businesses share seven common characteristics. This is
probably the case for those who apply themselves to improving the businesses’ performance
in social responsibility just as they are in every other field.

The characteristics are:

1. Commitment to a better way. They share a seemingly inexhaustible and visible

commitment to a better way, and believe deeply that the company’s future is dependent upon
the change – particularly their part of it – being successfully executed. They see the change
target as exciting, worthwhile and essential to the future success of the institution, as well as
to their own personal satisfaction.

2. Courage to challenge existing power bases and norms. They develop the personal courage
needed to sustain their commitment in the face of opposition, failure, uncertainty, and
personal risk. While they do not welcome failure, they do not fear it. Above all, they
demonstrate the ability to rise again, and thereby build courage in those around them.

3. Personal initiative to go beyond defined boundaries. They consistently take the initiative to
work with others to solve unexpected problems, break bottlenecks, challenge the status quo,
and think outside the box. Setbacks do not discourage them from trying again – and again.
Certainly they are responsive to top leadership’s inspiration, but they do not wait around for it
to move them to action.

4. Motivation of themselves and others. Not only are they highly motivated themselves, but
they have the power to motivate, if not inspire, others around them. They create excitement
and momentum in others and provide opportunities for people around them to follow their
example and take personal responsibility for changing.

5. Caring about how people are treated and enabled to perform. They really care about other
people, but not to the extent of blind self-sacrifice. While certainly not the corporate
equivalent of Mother Theresa, they are fair minded and sensitive to helping other people
succeed. They are also intent on enabling the performance of others as well as their own.
They do not knowingly manipulate or take advantage of others.

6. Staying undercover. They attribute part of their effectiveness to keeping a low profile;
grandstanding, strident crusading, and self promotion are viewed as sure ways to undermine
their credibility and acceptance as change leaders.

7. A sense of humour about themselves and their situations. Not a trivial trait. A sense of
humour is often what gets them through when those around them are losing heart.

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