Change management and leadership

Question 1

Which are Kotter’s eight steps for organizational change?

Answer 1

1. Establishing a sense of urgency
2. Creating a powerful coalition
3. Developing a vision
4. Communicating the change vision
5. Empowering employees to act on the vision
6. Generating short-term wins
7. Consolidating improvements and producing more change
8. Anchoring new approaches in the culture

Question 2

Name two basic assumptions of change management

Answer 2

Organizations are always in flux (process perspective)

Change includes all four frames

Question 3

How do the four frames figure into change management?

Answer 3

Structure
–> Origin and means for change

HR, power and symbols

• -> Enactment
• -> Implementation

Question 4

Describe the old and the new change paradigms

Answer 4

Old paradigm:
• Top-down process
• Not taking the human factor into account
• 60-70% of all change initiatives fail

New paradigm
• Top management define WHAT
• Middle management and employees invited to define HOW
• Expect people to take ownership
• Support sensemaking

Question 5

Which are the five strategies for resistance management?

Answer 5

Education
Participation
Facilitation
Negotiation
Coercion

Question 6

Which questions should be posed before choosing a resistance management strategy?

Answer 6

Situational analysis
How much?
Whats my position relative to resistors?
How urgent is the situation?
Who has the most accurate information required for change?

What is the optimal speed for change?

Question 7

Describe the 2x2-diagram answering the question “what change should be implemented”?

Answer 7

Speed of change X Magnitude of change

…gives Adaption, Major transformation, Fine-tuning, New direction

Question 8

What is typical of structural leaders?

Answer 8

Keywords: analysis, design, bureaucracy, detail

• Do their homework
• Rethink relations between structure, strategy and environment
• Focus on implementation
• Experiment (with structure and strategy)

Question 9

What is typical of HR leaders?

Answer 9

Keywords: support, servant, catalyst, empowerment

• Communicate their strong belief in people
• Are visible and accessible
• Empower others

Question 10

What is typical of political leaders?

Answer 10

Keywords: advocate, negotiate, coalitions

• Clarify what they want and what they can get
• Assess the distribution of power and interests
• Build linkages to key stakeholders
• Persuade first, negotiate second and coerce only if necessary

Question 11

What is typical of symbolic leaders?

Answer 11

Keywords: prophet, sensemaker/-giver, inspiration

• Lead by example
• Use symbols to capture attention
• Frame experience
• Tell stories

Question 12

How can structural leadership backfire?

Answer 12

Backfire: tyrant, micro management, too detailed

Question 13

How can HR leadership backfire?

Answer 13

Backfire: weak, pushover, abdication

Question 14

How can political leadership backfire?

Answer 14

Backfire: fear, thug, manipulation, fraud

Question 15

How can symbolic leadership backfire?

Answer 15

Backfire: fanatics, charlatan, mirage

Question 16

Which are the axes of the Situational/contingency theory diagram?

Answer 16

Relationship behavior X task behavior

Question 17

Which are the fields of the Situational/contingency theory diagram?

Answer 17

Supporting
unwilling, able
High relationship, low task

Coaching
willing, unable
High relationship, high task

Directing
unwilling, unable
Low relationship, high task

Delegation
willing, able
Low relationship, low task

Question 18

Which are the axes of the leadership grid?

Answer 18

Concern for people X concern for production

Question 19

Which are the fields of the leadership grid?

Answer 19

Format:
[Concern for production, concern for people]

1, 9
Indulgent Management
(Country Club Management)

9,9
Integrative Management
(Team Management)

5,5
Compromise Management
(Middle-of-the-Road Management)

1,1
Minimal Management
(Impoverished Management)

9,1
Authoritan Management
(Authority-Compliance Management )

Question 20

Which are the four dimensions of Strannegård & Salzer-Mörling’s “new leadership challenges”

Answer 20

Epic dimension
Ethical dimension
Emotional dimension
Esthetic dimension

Question 21

Titles for HR frame?

Answer 21

• Basic assumptions
• Maslow’s hiearchy of needs
• Hertzberg’s two-factor theory
• Argyris:
    Empowerment
    Model I and model II
    Espoused theory and theory in use
    Commitment
• Theory X and theory Y
• HR leadership
• Generic questions

Question 22

Titles for structural frame?

Answer 22

• Coordination and control (lateral/vertical)
• Differentiation / coordination
• Structural imperatives
• Mintzbergs structural configurations
• Greiner
• Structural leadership (theory X)
• Generic questions

Question 23

Titles for political frame?

Answer 23

• Assumptions
• Luke’s three dimensions of power
• Pfeffer – open conflicts
• Mapping the political landscape
• Four key political skills
• Sources of power
• Attitudes and Kanter
• Invisible power and regimes of truth
• The political leader
• Generic questions

Question 24

Titles for symbolic frame?

Answer 24

• Basic assumptions
• What is culture?
• Organizational culture and organizations as culture
• Schein
• Strength and content
• Symbols
• The symbolic leader (compare epic, ethic, esthetic, emotional)
• Sensemaking and sensegiving
• Management fashions
• Generic questions

Question 25

Titles for change management?

Answer 25

• Assumptions
• Motives for change (generic questions)
• Type of change
• Change paradigms (old/new)
• Kotter’s 8 steps
• Attitudes to change (adaption curve)
• The change curve
• 5 colours of change
• Five reasons resistance occurs
• Stakeholder analysis
• Kotter’s strategies for change

Question 26

Titles for leadership?

Answer 26

• Leaders vs. managers (and bosses)
• Two classical schools
• Situation/Contingency matrix
• Leadership in four frames
• Kanter
• Leadership types (Maccoby)
• New leadership challenges (Strannegård & Salzer-Mörling)
• Four dimensions of leadership

Question 27

Which are the five reasons resistance occurs?

Answer 27

• Lack of understanding (why and how?) and trust
• Different assessment of the situation
• Lack of anchoring (symbol persons, culture)
• Low tolerance for change
• A desire not to lose something of value

Question 28

Which are the axes of the stakeholder analysis diagram?

Answer 28

Power x interest

Question 29

Which are the four fields of the stakeholder analysis diagram?

Answer 29

[Format: power, interest]

Low, low - monitor
High, low - keep satisfied
High, high - manage closely
Low, high - keep informed

Question 30

Difference between leaders/managers?

Answer 30

Managers:
• Coping with complexity
• Budgeting, planning
• Achieve plans by organizing and staffing
• Accomplish plan by controlling and problem solving

Leaders:
• Coping with change
• Setting a direction
• Achieve plans by aligning, spreading the vision
• Achieving vision by motivating and inspiring

Question 31

Generic questions of the symbolic frame?

Answer 31

What characterizes the culture?

How has it been created, how is it reproduced? •

Founder, influential leader?