leadership - chapter 6

change leader/change agent

tries to change the behaviour of another person or social system

top-down change

the change initiatives come from senior management

bottom-up change

change initiatives come from all levels in the organization

reactive change

responds to event as or after they occur

performance gap

is a discrepancy between a desired and an actual state of affairs

planning change

aligns the organization with anticipated future challenges

incremental change 

bends and adjusts existing ways to improve performance 

transformational change 

results in a major and comprehensive redirection of the organization 

the common organizational targets for change

• tasks

• people

• culture

• technology

• structure

unfreezing 

is the phrase during which a situation is prepared for change

changing

is the phrase where a planning change actually takes place

refreezing

is the phrase at which change is stabilized

force-coercion strategy 

purse change through formal authority and/or the use of rewards or punishments 

rational persuasion strategy 

purses change through empirical data and rational argument 

shared power strategy

purses change by participation in assessing change needs, values, and goals

Four basic checkpoints can greatly help in dealing with resistance and in leading successful organization as a whole

• check the benefits

• check the compatibility

• check the simplicity

• check the “try ability“

improvisational change

makes continual adjustments as changes are implemented