The Manager as Change Agent: A Practical Guide to Developing High-Performance People and Organizations PDF
Preview The Manager as Change Agent: A Practical Guide to Developing High-Performance People and Organizations
New Perspectives in Organizational Learning, Pe rfo r rn ance, and Change JERRY W. GILLEYS, ERIESE DITOR Philosophy and Practice of Organizational Learning, Performance, and Change by Jerry W. Gilley, Peter J. Dean, and Laura Bierema Assessing the Financial Benefits of Human Resource Development by Richard A. Swanson The Manager as Change Agent by Jerry W. Gilley, Scott A. Quatro, Erik Hoekstra, Doug D. Whittle, and Ann Maycunich A Practical Guide for Developing H igh - Perfor ma nce People and Organizations New Perspectives in Organizational Learning, Performance, and Change Jeny W. Gilley Scott A. Quatro Erik Hoekstra Doug D. Whittle and Ann Nlaycunich PERSEUS PUBLISHING Cambridge, Massachusetts Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book and Perseus Publishing was aware of a trademark claim, the designationsh ave been printed in initial capital letters. CIP record for this book is available from the Library of Congress. Copyright 0 2001 by Jerry W. Gilley All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or other- wise, without the prior written permission of the publisher. Printed in the United States of America. Perseus Publishing is a member of the Perseus Books Group. Find us on the World Wide Web at http://www.perseuspublishing.com Perseus Publishing books are available at special discounts for bulk purchases in the US. by corpora- tions, institutions, and other organizations. For more information, please contact the Special Markets Department at the Perseus Books Group, 11 Cambridge Center, Cambridge, MA, 02142. Text design by Tonya Hahn Set in 9 point by Times First printing, June 2001 2 345 6 7 89 10-03 02 01 e Organizations are living systems, in a constant state of dynamic evolution. New Perspectives in Organizational Learning, Performance, and Change is designed to showcase the most current theory and practice in human re- source and organizational development, exploring all aspects of the field- from performance management to adult learning to corporate culture. Integrating cutting-edge research and innovative management practice, this library of titles will serve as an essential resource for human resource profes- sionals, educators, students, and managers in all types of organizations. The series editorial board includes leading academics and practitioners whose insights are shaping the theory and application of human resource de- velopment and organizational design. Series Editor Jerry W. Gilley, Colorado State University Editorial Board Reid Bates, Louisiana State University Robert Dean, Henry Ford Medical Group Laura Bierema, University of Georgia Joy Gallagher, Nathaniel Boughton, Florida International University Performance Consulting Group Tim Hatcher, University of Louisville Annie Brookes, University of Texas Robert Lingren, Jamie Callahan, PriceWaterhouseCoopers Virginia Tech University Pat McLagan, McLagan International Neal Chalofsky, George Washington University Donna McNamara, Colgate Palmolive Ann Maycunich, Patrick Combs, Colorado State University WAITT Radio Hallie Preskill, Sharon Confessore, University of New Mexico Kaiser Parmanete Gloria Regalbuto, The Limited Joseph Davidson, Deloitte & Touche Nora Ruder, Foremost Insurance Peter Dean, University of Pennsylvania Darlene Russ-Eft, AchieveGlobal V This Page Intentionally Left Blank List of Figures xi 1 Becoming a Change Agent 1 How Can I Make a Difference?,4 Six Critical Question About Becoming a Change Agent, 5 Change Agent Blueprint, 18 Conclusion, 19 A Beyond the Smoke and Mirrors 2 Understanding and Managing Change 23 Types of Change, 23 Purpose of Change, 24 Organizational Culture and Change, 25 Barriers to Change, 26 Myths of Organizational Change, 28 Managing the Change Process: An Eleven-Step Model, 3 1 Conclusion, 43 3 Maneuvering Through the Change Curve 45 The Change Curve, 45 Understanding and Dealing with Resistance, 50 Conclusion, 57 vii viii Contents 4 Beware of Flying Monkeys and Poison Poppies 59 What Are Flying Monkeys, Anyway?, 59 Types of Flying Monkeys, 61 Flying Monkey Business, 70 . . Flying Monkeys Can Be a Good Thing. Really!, 73 Flying Monkey Management, 74 The Lure of the Poison Poppies, 77 Conclusion, 8 1 B Philosophy, Practice, and Responsibilities of a Change Agent 5 Change Agent’s Philosophy: Embracing Employee Development and Motivation 85 Development: Whose Responsibility Is It, Anyway?, 85 Acquiring a Developmental Philosophy, 87 Adopting a Motivation Philosophy, Principles, and Strategies that Encourage Change, 96 Conclusion, 104 6 Creating a Climate for Change 10 7 Creating a Work Environment Free of Fear, 107 Demonstrating Respect, 110 Principles for Creating Climates for Change, 111 Relationship Skills, 114 Communication Skills, 11 9 Outcomes of a Positive Change Climate, 122 Conclusion, 125 7 Change Agent’s Areas of Expertise 127 Organizational Knowledge, 128 Employee Relations, 130 Partnership Building, 131 Learning Enhancement, 135 Performance Management, 143 Change Facilitation, 151 Conclusion, 155 Contents ix 8 HI The Change Agent’s Responsibilities 157 Demonstrating Organizational Knowledge, 158 Improving Organizational Communications, 16 1 Solving Problems, 165 Building a Consensus and Commitment for Change, 168 Facilitating Learning, 170 Conducting Analysis, 17 1 Implementing and Managing Change, 174 Enhancing Resilience, 176 Improving Organizational Effectiveness: The Outcome of Change, 177 Conclusion, 178 C Integrating Resources, Roles, and Competencies BI A Holistic Model for Change Agent Excellence, 179 The Core Roles as Spheres of Influence, 180 Performing the Core Roles: Required Personal Competencies, 182 Holistic Model for Change Agent Excellence; Self-Assessment, 182 9 BI Business Partner 185 Operating in the First Core Role: Business Partner, 186 Stakeholder Relationship Skills, 186 System Thinking Skills, 188 Organizational Analysis Skills, 192 Industry Experience and Technical Skills, 197 Project Management Skills, 199 Conclusion, 206 10 NI Servant Leader 209 Operating in the Second Core: Servant Leader, 210 Servantship, 210 Stewardship, 2 13 Value Accountability, 2 17 Emotional Empathy, 224 Humility, 225 Conclusion, 229
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