yukl chapter 04

CHAPTER 4Leading Change and

Innovation

4-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In

Organizations

Learning ObjectivesAfter studying this chapter, you should

be able to:

Understand the different reasons for resisting change.

Understand the psychological processes involved in making major changes.

Understand how to develop an appealing vision for the organization.

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-2

Learning Objectives (Cont.)

Understand how to implement a major change in an organization.

Understand the characteristics of a learning organization.

Understand how leaders can increase learning and innovation in organizations.


LEARNING OBJECTIVE 1


Understand the different reasons for resisting change

Reasons for Resisting Change

No clear justification for change Feasibility of proposed change Unsuccessful earlier change efforts Lacking self-confidence Tangible cost/benefit Individual loss Inconsistency with individual values Lack of trust




Understand the psychological processes involved in making

major changes

Lewin’s Change Model

Unfreeze

Change

Refreeze


Change Reaction Stages

Denial

Anger

Mourning Adaption


Influence of Prior Change Experience

General Self-Confidence

“Inoculation” hypothesis

Less resilience hypothesis




Understand how to develop an appealing vision for the

organization

Developing a VisionQualities of an effective vision Simple and idealistic Appeals to values Emphasizes future objective Challenging Realistic Addresses what is important Focused but not confining


Elements of a Vision

Mission Statement Value Statement Slogans Strategic Objectives Project Objectives


Guidelines for Vision Development

Key stakeholders Shared values and ideals Strategic objectives with wide appeal Relevant elements in the old ideology Link vision to core competencies Continually assess and refine the vision




Understand how to implement a major change in an

organization

Implementing Change

Determine what to change

Systems Dynamics

Responsibility

Pace and Sequencing


Guidelines for Implementing Change

Create urgency Communicate vision Identify supporters and opponents Build coalition Use change agents Make symbolic changes


Guidelines for Implementing Change (Cont.)

Prepare people for change Deal with stress Provide early successes Monitor progress Communicate progress Demonstrate optimism




Understand the characteristics of a learning

organization

Collective Learning and Innovation

Internal creation

External acquisition

Knowledge Diffusion

Learning Organizations




Understand how leaders can increase learning and

innovation in organizations

Guidelines for Increasing Learning and Innovation

Appreciation Learning at various levels Mental models Leverage learning Knowledge sharing Innovation goals Reward entrepreneurial behavior
