Change Leadership Snapshot -

A Reference Guide for the Lonely Journey

[ see Leading Organizational Change ]


Author Guidelines for those interested in participating in this undertaking


Part 1 – Foundation for Change Leadership

  1. Introduction to organizational change

·        Social and cultural foundation for change – Understanding key drivers

·        Sustainability and organizational change

o       Gaining a competitive advantage

·        Determining importance – establishing rationale for change

·        Ethics and organizational change

·        Difficulty of change – organizational momentum and individual resistance

·        The positive side of organizational resistance

·        Establishing a change philosophy

o       Change Management vs. Change Leadership

o       Transactional change vs. transformative change

o       Continuous change vs. disruptive change 

·        Essence of organizational change – One person at a time using collective methods


  1. Foundation for change – Individual motivation to change

·        Behavioral aspects underlying change

·        Theories of Motivation

·        Understanding resistance

·        Establishing trust

·        Anxieties that hinder change

·        Insights from neuroscience


  1. Foundation for change – Individual change processes (stages)

·        Introduction to Change Readiness – Changed individuals change organizations

·        Lewin/Schein theory of change

·        Transtheoretical Model – Stages of Change

·        Diagnosis and identification of Points of Leverage

·        Prescription – Choosing the right actions and communication mix for the relevant stage of readiness

·        Working with groups of mixed levels of change readiness


  1. Foundation for change – Organizational competencies and group dynamics

·        DAC (direction-alignment-commitment) model of leadership

·        Culture – understanding the informal organization (assessment)

·        Action learning

·        Organizational learning (individual & group change competencies)

·        Triple loop learning

·        Diffusion of Innovation

·        Driving toward a shared understanding of purpose (mental models)

·        Techniques for developing shared vision

·        Integrating silos of strong cultures that are weakly connected

·        Leadership (influence) vs. management (control) of change

·        Followership – More important that others follow than for you to lead

·        Shared (distributed) leadership for change

o       Dealing with alignment and coordination of activity


  1. Foundation for change – Models of organizational change

·        Core models of organizational change

o       Live cycle model

o       Evolutional model

o       Dialectic model

o       Teleological (planned) model

·        Organizational stage models

o       Kotter’s model of change

·        Determining supporting structure for change


  1. Foundation for change – Organizational complexity

·        Application of complexity science within organizational change

·        Patterns amongst the noise

·        Determining complicatedness vs. embedded complexity

·        Attractors  

·        Emergence

·        Natural processes for self-organization

·        Swarm (group) intelligence

·        Emergent organizational change – mixed model of change

·        Integration with planned models of change – facing the paradox


Part 2 – Designing Interventions – Influencing points of leverage  

  1.  Individual level interventions  

·        Alignment of individual effort with organizational goals 

·        Living with ambiguity

·        Levels of engagement

·        Kaizen continuous chnage

·        Mitigating resistance

·        Microworlds (learning in a protected environment)


  1. Enabling change – Encouraging desired group dynamics

·        Identifying change stakeholders and the role each is likely to play

·        Sensemaking – Building organizational context

·        Redirecting organizational momentum

·        Viral transmission of change – Reaching the tipping point

·        Appreciative inquiry

·        Positive deviance

·        Community building

·        Large group initiatives

·        Building structure through organization design

·        Building structure through process redesign

·        Fast-cycle change


  1. Organization-wide interventions: Crafting an approach

·        Overcoming the Program of the Month approach to organizational change

·        Introduction to organizational development

·        Techniques for identifying the root issue and gaining organizational awareness

·        Technostructural interventions

·        Structural design options 

·        Matching a set of change processes to the problem – blending approaches

·        Identifying who needs to be involved, when, and in what role

·        Embedding change within the culture – Institutionalization

  1. Organization-wide: Strategic planning as a change process

·        Strategic structure for focused change

- Developing a Strategic Board of Directors  (StrategicBoard) 

·        Organizational alignment through building shared vision

·        New approaches for strategic management

o       Strategic visioning vs. enabling adaptive competencies as a strategy

·        Real-time planning: breaking out of the annual cycle


Part 3 – Power to act – Bringing about organizational change

  1. Power dynamics in organizational change

·        Personal power vs. positional powers

·        Uncovering the hidden decision-making processes

·        Empowerment (top-down and bottom-up)

·        Navigating the informal organization

·        Role of the internal networker in organizational change  (InternalNetworker)

·        Finding traction for change in networked organizations


  1. Becoming a Change Agent

·        Understanding self-leadership – Leading oneself first

·        Aligning self-goal setting within the organization – Self-initiated change

·        Change what you can (yourself) – Influence what you can’t (others)

·        Conclusion – All change starts with one person, why not you?

o       Revisiting change philosophy

·        Appendix

o       Assessment of self-leadership

o       Assessment of self-initiated change


[ Back to top ]

Transformative Networking – connecting change leaders to enable self-organized grassroots change.

Next Steps – While still conceptual, transformative networking offers the possibility of leading change through the networking of those already interested or involved in similar initiatives, effectively tearing down existing silos of practice that exist across disciplines and fields of work.  The next step is to develop a proof of concept built on the theoretical underpinnings above, possibly using Google Wave as the collaboration platform.  Included will be identifying the minimal structure and governance required to enable self-organization within the network while not constraining what might emerge.  Join this initiative and help create the future of organizing - networking communities of interest.    

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Last modified: May 29, 2010