PGO Verandermanagement

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2 Domains of organizational life and reality Individual Dyad Team Invisible Irrational Unstructured Unconscious Department Business Unit Division Organization Visible Rational Structured Conscious Erik van de Loo

3 Leadership from a position of authority PGO Verandermanagement Task Technical Adaptive Direction Provide problem Definition & solution Identify the adaptive challenge; frame key question & issues Protection Protect from external threats Disclose external threats Order Orientation Orient people to current roles Disorient current roles; resist orienting people to new roles too quickly Conflict Norms Restore order Maintain norms Expose conflict or let it emerge Challenge norms or let them be challenged Source: R. Heifetz, A. Grashow & M. Linsky, The Practice of Adaptive Leadership, 2009

4 Adaptive Leadership BUT: the most common cause of failure in leadership is treating adaptive challenges as if they were technical problems. Technical problems can be very complex and extremely important (e.g. replacing a faulty heart valve); they have solutions that can be implemented based on current know-how. Success comes from the application of authoritative expertise and the organizations structure, procedures and ways of doing things Adaptive challenges can only be addressed by changes in people s priorities, beliefs, habits and loyalties. Not authoritative expertise but discovery, letting go of past solutions, tolerating losses and generating a capacity to thrive in anew is what leads to success Source: R. Heifetz, A. Grashow & M. Linsky, The Practice of Adaptive Leadership, 2009

5 The Productive Zone of Disequilibrium PGO Verandermanagement disequilibrium limit of tolerance productive zone threshold of change adaptive challenges technical problem work avoidance Observe Interpret Intervene time Source: R. Heifetz, A. Grashow & M. Linsky, The Practice of Adaptive Leadership, 2009

6 Organizational Role Analysis Role Person Organization

7 Understanding the Role of the Leader Primary Task Primary Risk Anxiety Social Defenses Erik van de Loo

8 Personal Leadership Competencies and beyond Core themes - Drives - Wishes and Needs - Norms and Values - Inner Scripts Personal Leadership Competencies - Skills - Knowledge - Roles Characteristics - Traits - Styles - Temperament Erik van de Loo

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10 Three change agenda s Rational Emotional Behavioural Erik van de Loo

11 Change and Transition Change - Change in external situation Transition - Internal psychological reorientation related to change Source W. Bridges, Managing Transitions

12 Definition of Transition The gradual, psychological reorientation process that happens inside us as we adapt to an external change. The transition process often results from a change, or occurs along with a change, but may also begin before the change actually takes place. Source: W. Bridges, Managing Transitions

13 Change and Transition Change Transition - Events - Situation - Result-oriented - Relatively fast - Experience - Psychological - Process - Relatively slow Source: W. Bridges, Managing Transitions

14 Radical Transitions Anxiety Uncertainty Affected self-image Resistance Dependency Loss and sadness Rivalry and competition Anger towards organisation and self Shame Hope Opportunities for improvement Enthusiasm Creativity Commitment Relief Salvation Source: W. Bridges, Managing Transitions

15 Transition Process Ending Neutral zone Beginning Source: W. Bridges, Managing Transitions

16 Change vs. Transition Change is situational and happens without people transitioning Transition is psychological and is a 3 phase process where people gradually accept the details of the new situation and the changes that come with it. Ending New Beginning Denial Shock Anger Frustration/ Stress Ambivalence Neutral Zone Enthusiasm Hope Importance Acceptance Skepticism Source: William Bridges

17 Neutral Zone Unclear - in between phase Radio silence Symptoms don t automatically imply that there is a (malignant) resistance to change Anxiety level up Productivity down Employees overburdened Mixed signals Motivation down Old weaknesses reactivated Source: W. Bridges, Managing Transitions

18 Managing Transition Endings - Change is the new situation - To start with the new, one has to leave the old behind - There has to be an Ending - Transition means letting go precious things - Transition starts with loss Source: W. Bridges, Managing Transitions