Organizational Change

The American Community Schools of Athens

Organizational Change Stefanos Gialamas, Ph.D. Director

Not much happens without a dream. And for something great to happen, there must be a great dream. Behind every great achievement is a dreamer of great dreams. Much more than a dreamer is required to bring it to reality; but the dream must be there first.

---Robert Greenleaf, Servant Leadership---

3i Dynamic Model of

Organizational Change LEADERHIP (Vision)

influence

EXTERNAL CONDITIONS

influence

influence

ORGANIZATIONAL

STRUCTURE

LEADERSHIP PHILOSOPHY Leadership as a Partnership with Bounded Flexibility.

VISION ACS Athens becomes a premiere jk-12, International Institution embracing the American educational philosophy, principles and values

ORGANIZATIONAL STRUCTURE

Three Schools The office of academic and student affairs The Optimum Match Learning Center The office of Athletic Affairs The office of enrollment management The office for administrative services The registrar The Library

EXTERNAL CONDITIONS

Demographic changes Social, and Cultural changes Political, and Economic Changes Technological advancement Globalization Competition from other private institutions Government rules and Regulations

Challenges

Enrollment Management Curriculum, Instruction and Assessment Student Success Student Services Faculty Recruiting, training and development Functional Areas Academic Leaders Facilities and Technology Resources

The 3i D Model

3-way influence Dynamic Model of Leadership „

The 3i Dynamic Model of Leadership posits that there is a dynamic, 3-way influence, between the Leader, the Environment, and the Followers

3i Dynamic Model of Leadership (Hilentzaris & Gialamas)

LEADER

influence

ENVIRONMENT

influence

influence

FOLLOWERS

What makes up the leader?

Traits Needs Behaviors Expertise Knowledge Associate influence Effects from the Environment Effects from Followers Experiences

What makes up the Environment?

Organization culture, structure, mission, vision Economic setting Social setting Political setting Legal setting Current trends Technology Information Competition

What makes up the followers?

Traits Needs Perceptions- what can they ask for?

Role model alliances Aspirations for future behaviors Effects from environment Effects from associates Effects from leadership Experiences Expertise Knowledge

The Leader and the Vision

The leader in order to lead, has to first “dream”, establish the vision, know where he/she wants to go

The leader after establishing the vision, needs to be continuously scanning the environment and the followers, to sense, understand and decide which strategies will be more effective in moving the organization in the right direction, towards the vision

VISION

LEADER

STRATEGY ENVIRONMENT

FOLLOWERS

Understanding the status quo Set of routines= comfort zones/baseline behaviors Set of routines =organizational culture „

„

Set of routines are our comfort zone/baseline behavior- at the personal level Set of routines are the organization’s culture- at the organizational level

How our comfort zones are perpetuated into baseline behavior

Current Comfort Zone

Encounter New data

Confirming Data

Baseline Behavior

Comfortable routines allow us not to test everything we do all the time, but also constrain us and inhibit our thinking about trying new things

How most people deal with disconfirming data Hurt Or Pain Current Comfort Zone

New Data

DisConfirming Data

Deny Distort Discount Ignore

Baseline Behavior

Dis-confirming data is a challenge to our self-concept because it says that what we used to do doesn’t work anymore Takes us out of our comfort zone It can be scary, threatening, intimidating

The General change process James G. Clawson, Darden Graduate School of Business, University of Virginia Confirmation

Experiment

New Data

New Baseline Behavior Dis-confirming data

Search for alternatives Hurt Or Pain

Enthusiasm Engagement Learning

Current Comfort Zone

New Data

DisConfirming Data

Deny Distort Discount Ignore

C h a n g e F r o m b a s e li n e

New Baseline Behavior

The role of outside help (leader, consultant, friend) in managing change „

„ „

I

Assessing and presenting the dis-confirming data Assistance in identifying alternatives Interpreting the data

Where Leaders (L) Can Affect the Change Process James G. Clawson, Darden Graduate School of Business, University of Virginia Confirmation

New Baseline Behavior

L Experiment

New Data

Dis-confirming data

L Search for alternatives Hurt Or Pain

L Enthusiasm Engagement Learning

L Current Comfort Zone

New Data

DisConfirming Data

L

L

Deny Distort Discount Ignore

C h a n g e F r o m b a s e li n e

Baseline Behavior

If you understand this process, you can have a great impact on change ! ! !

Leading the change process and managing change steps ¾

Given the possible points of leader influence in the change process, and that the leader has established the vision, we can list certain steps in managing change

Identifying what needs to be changed (knowing the disconfirming data)

Building a team that will lead the change

Designing and managing change experiments

Recognizing progress towards the vision and reinforcing effective behavior

Roles in the change process

Change Leader- initiates change Change Agent- actually causes change Change Manager-day-to-day responsibility Change Model-exemplifies change Changee- person who is being asked to change

TYPICAL CHANGE CYCLE

Complacency

Turbulence

Resistance

Small Wins

Consolidation

New Baseline

The four P’s of change

Purpose Picture Plan Part

Mission Vision Strategy Employee

why we are here where do we want to go how are we going to get there what is my role in achieving the vision

The MIT change management skill set

Persuasive communication Participation Use of expectations Role modeling Using extrinsic rewards Making structural and organizational changes Coercing The MIT team also argues that efforts fail because we fail to see resistance to change-instead of enforcing one view why we are changing as an organization, allow and encourage diverse perceptions to change…

John Kotter’s Model of Change Harvard School of Business

Create a sense of urgency Create a guiding coalition Create a clear vision and strategy Overcommunicate Reorganize to remove barriers to change Celebrate short-term wins Consolidate little wins into initiatives Incorporate changes into the culture

It’s not the critic who counts. It’s not the man who points where the grown man stumbles, or how the doer of deeds could have done them better. The credit belongs to the man who actually is in the arena, who strives violently, who errs and comes up short again and again, who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause, who if he wins knows the triumph of high achievement, but who if he fails, fails while daring greatly, so his place will never be with those cold and timid souls who know neither victory nor defeat.

-----Theodore Roosevelt, 26th President of the United States---

EXCELLENCE IS A JOURNEY NOT A DESTINATION