Term
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Definition
| Ability to adjust self to changed, unexpected or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas |
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Term
| Three Elements of Adaptability |
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Definition
1. Cognitive Flexibility: The ability to use different thinking strategies and mental frameworks.
2. Emotional Flexibility: The ability to vary your approach to dealing with your own emotions and those of others.
3. Dispositional Flexibility: The ability to remain optimistic and at the same time realistic. |
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Term
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Definition
| being able to keep multiple scenarios in mind so one can adjust to changed, unexpected, or ambiguous situations. |
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Term
| Cognitive flexibility indicates |
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Definition
1. Nimble and divergent (different) thinking
2. Interest in developing new approaches
3. Ability to see and leverage new connections
4. Ability to work well across an organization |
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Term
| SNCOs with cognitive flexibility do three things habitually |
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Definition
| They scan the environment, develop understanding, and create strategies. |
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Term
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Definition
| the ability to identify changes as they occur and to see the changes coming. |
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Term
| Developing an understanding |
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Definition
| making sense‖ out of a situation |
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Term
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Definition
| involves developing several possible plans for responding to change. Sitting back and waiting for somebody else to make a decision that may or may not come is not a strategy |
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Term
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Definition
| the ability to change our approach to deal with our own and others’ emotions—an area that many leaders often fail to consider. |
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Term
| SNCOs with emotional flexibility habitually do four things: |
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Definition
1. Understand and manage emotions
2. Connect and address the emotions of others
3. Emotional engagement
4. Balance emotions and actions |
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Term
| Dispositional Flexibility |
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Definition
| Leaders who display dispositional flexibility operate from a place of optimism grounded in realism and openness. Leaders who possess dispositional flexibility see change as an opportunity rather than as a threat or danger. |
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Term
| Dispositional flexibility can be seen in: |
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Definition
1. Optimism
2. Support
3. Self-identification of tendencies |
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Term
| The following steps are methods we can employ to develop our cognitive flexibility |
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Definition
- Be Curious
- Do your Research
- Observe
- Have a plan
- Work on your resiliency
- Continuous Education |
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Term
| The following methods help develop and improve emotional flexibility. |
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Definition
- Support systems
- Feedback
- Decisiveness
- Avoid bulldozing change
- Motivation
- Triage
- Listen
- Collaborate
- Change your approach
- Face reality |
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Term
| The following methods are ways you can develop or enhance dispositional flexibility |
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Definition
- Be genuine
- Accept change as positive
- Adapt your plans
- Cast a wide net
- Rehearse
- Immerse yourself in the new environment
- Be a mentor or coach
- Pay attention to life beyond work
- Seek feedback |
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Term
| Janssen’s Model of Change |
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Definition
Four Room Apartment Model that was created by Claes Janssen. This model is elegant in its simplicity as it describes the stages of change and what to do when you or others are in each of these stages.
Contentment
Denial
Confusion
Renewal |
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Term
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Definition
| John P. Kotter - A NoNo is more than a skeptic. He or She is always ready with ten reasons why the current situation is fine, why the problems and challenges others see don’t exist or why you need more data before acting. |
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Term
| There are two methods that people typically employ to deal with the powerful NoNos. unfortunately both methods work poorly: |
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Definition
1. Don’t waste time trying to co-opt a NoNo
2. Never ignore the NoNos |
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Term
| There are three effective solutions for dealing with NoNos |
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Definition
1. Distract the NoNos
2. Get Rid of Them
3. Immobilize them with social pressures |
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Term
| Making internal changes to accommodate external change is |
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Definition
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Term
| strategic leadership should be |
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Definition
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Term
| Adapting to change involves |
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Definition
1. Being proactive
2. Finding out as much as possible about the change |
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Term
| What to Do in Contentment Room |
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Definition
| No need to do anything but carry on maintaining and tuning the system. |
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Term
| What to Do in Denial Room |
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Definition
| Share information calmly. Don't force advice (you'll only deepen the resistance of denial). |
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Term
| What to Do in Confusion Room |
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Definition
| Get people together. Share information. Focus on short term goals. |
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Term
| What to Do in Renewal Room |
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Definition
| Give people some structure and let them put the new together. |
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Term
| another word for change is |
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Definition
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Term
| Eight Steps for Transforming an Organization |
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Definition
Step 1. Establish a Sense of Urgency
Step 2. Creating the Guiding Coalition
Step 3. Developing a Vision and Strategy
Step 4. Communicating the Change Vision
Step 5. Empowering Others for Broad-Based Action
Step 6. Generating Short-Term Wins
Step 7. Consolidating Gains and Producing More Change
Step 8. Anchoring New Approaches in the Culture |
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Term
| Synthesizing change requirements answer these questions |
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Definition
1. Is the change really necessary
2. If the change is necessary, what critical elements need to be included in a chage plan? |
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Term
| Failing to synthesize change requirements could lead to: |
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Definition
1. Wrong People in wrong positions
2. Poor Planning
3. Lack of direction
4. Lack of leadership
5. A failed change effort |
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Term
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Definition
| Perhaps organizational costs are too high; products are not good enough, shifting customer requirements, inwardly focused cultures, paralyzing bureaucracy, close-minded politics, lack of trust or teamwork, arrogant attitudes, lack of leadership, or the general fear of the unknown. |
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Term
| Step 1. Establish a Sense of Urgency |
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Definition
| The best way to impart urgency within an organization is to identify major opportunities offered by adopting the change initiative. This may be accomplished by examining current realities, identifying crises, potential crises, or major opportunities for improvement. |
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Term
| Step 2. Creating the Guiding Coalition |
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Definition
| The team that establishes the plan for the organizational change must have enough power to lead the effort |
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Term
| Step 3. Developing a Vision and Strategy |
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Definition
| A vision helps clarify the direction the organization wants to reach. Creating a vision will help the change effort by motivating the organization towards a needed transformation. |
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Term
| According to Full Range Leadership Development principles a vision statement must: |
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Definition
1. Be inspirational & contain shared values that are important
2. Be realizable
3. Use language with superior imagery that touches followers emotions
4. Must be well articulated |
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Term
| Step 4. Communicating the Change Vision |
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Definition
| Getting the word out is critical. Change is not possible unless people are willing to help. Kotter suggests that leadership should determine how much communication of the vision is needed, and multiply that effort by a factor of ten. |
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Term
| Step 5. Empowering Others for Broad-Based Action. |
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Definition
| Recruit and empower those who can act on the vision. Risk taking should be encouraged and activities of those who adopt the change initiative should be well supported |
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Term
| CHANGE REQUIRES THE REMOVAL OF |
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Definition
| OBSTACLES. THIS IS THE STRATEGIC LEADER'S JOB. |
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Term
| Step 6. Generating Short-Term Wins |
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Definition
| Most people can’t accept new processes or programs until they observe progress. In most successful transformation processes, leaders actively plan and achieve short-term gains for visibility and in some cases, celebration. |
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Term
| Step 7. Consolidating Gains and Producing More Change |
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Definition
| Do not declare victory too soon,‖ warns Kotter. New changes are not only fragile, but take time; sometimes years to become part of the culture. |
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Term
| Step 8. Anchoring New Approaches in the Culture |
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Definition
| Clearly define how the change initiative connects with the organizational mission and vision. Until the new behaviors are imbedded into the institutional culture, social norms, and shared beliefs, they are subject to erosion when the urgency for change is lessened. |
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Term
| A CLASSIC ERROR IN CHANGE MANAGEMENT IS TO UNDER COMMUNICATE THE VISION BY A FACTOR OF |
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Definition
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Term
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Definition
| All change involves learning and all learning involves coming to understand and being good at something new. Thus, conditions that support learning must be part of any change effort. |
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Term
| Change is a Journey, Not a Blueprint |
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Definition
| There can be no blueprints for change, because rational planning models for complex social change do not work. The message is not the traditional "Plan, then do," but "Do, then plan, and do and plan again.‖ This perspective rests on the assumption that the environment both inside and outside the organization is often chaotic. |
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Term
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Definition
| We cannot develop effective responses to complex situations unless we actively seek and confront real problems that are difficult to solve. Only through immersing ourselves in problems can we come up with creative solutions. Problems are the route to deeper change and deeper satisfaction. |
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Term
| Change Requires the Power to Manage It |
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Definition
| Change initiatives do not run themselves. They require substantial effort devoted to such tasks as monitoring implementation, keeping everyone informed of what's happening, linking multiple change projects, locating unsolved problems, and taking clear coping action. |
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Term
| All Large-Scale Change Is Implemented Locally |
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Definition
| The ideas that change is learning, change is a journey, problems are our friends, change is resource-hungry, change requires the power to manage, and change is systematic all embody the fact that local implementation by organization stakeholders is the only way that change happens. |
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Term
| Globalization Pressure for change |
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Definition
| Building cohesion and common purpose in the face of cultural and organizational differences |
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Term
| Peace pressure for change |
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Definition
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Term
| Environment Pressure for Change |
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Definition
| internal and external forces that impact an organizations's structures, pollicies, and practices |
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Term
| Demographic pressure for change |
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Definition
| Policies and programs like equal opportunity and affirmative action |
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Term
| How does effective change management impact the SNCO effectiveness |
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Definition
| Effective change management creates an urgency for change and reduces or eliminates resistance to change, which positively impacts SNCO effectiveness |
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Term
| How does effective change management impact the Unit effectiveness |
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Definition
| Effective change management helps individuals trust the process and the organization more; and with trust comes effectiveness and efficiency. |
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Term
| How does effective change management impact the Mission effectiveness |
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Definition
| With a solid plan people are less likely to revert to old behaviors or methods, thus, the unit gains better quality/quantity and cost effectiveness. Future changes will likely be accepted, possibly even embraced, by all. Ownership of the change process is shared: stakeholders will begin to feel as if they are truly valued and play an integral part in the organization. Successful change can encourage stakeholders to research and seek out new and improved ways of doing things. |
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