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Change Management SIM Experience: Team 5
Transcript of Change Management SIM Experience: Team 5
As Team 5 worked through the Simulation - Change Management: Power and Influence (SIM Experience), Analysis and Lessons Learned, and Team Experience we viewed the entire process through the lens of transformational servant leadership.
Key Process Choices
Build Organizational Capability
Metrics and Measurement
Pace and Involvement
Revised from: Judge, W. Q., & Hill, L. A. (2011). Simulation Change Management: Power and Influence. Debrief Slides, Slide No 21. 3292-HTM-ENG. USA. Harvard Business Publishing, Inc.
Engage the Lever
Team 5: Elaine, Genene, Maureen, Nicole & Stacy
Change Management: Power & Influence
Fear of failure
Maximize & Build Key Relationships
Organizational-Level Change Phases
Know Your People
Awareness of Others
It's okay to make mistakes - learn from them!
Ensure Values Alignment
Be willing to take a calculated risk
Don't be afraid of failure - view as learning opportunities
Our Relationship Experiences
Develop a Strategy
Team Member Interactions
"Transformational Servant Leadership is a
rudder-like source of leadership grounding"
(Storey, 2008. p. 149)
Comparing our SIM experiences with real-life experiences
The similarities and differences brought the team together
Creator: Reframed and proposed the issues for team members as a common theme
Advancer: Recognized the proposed commom themes
Flexers: Facilitated and kept the experience-sharing process moving
Executor: Summarized common team ideas and themes
Establishing credibility was a vital component throughout our SIM activities. Our actions and reactions were ranked by the credibility metre and every decision we made was filtered through our ethics lens.
Throughout the process we strived to be aware of the relationships and possible background baggage that our followers may have carried. This awareness included "being sensitive to personal concerns and well-being of others" (Northouse, 2013, p. 227).
Skype communiation was vital to team productivity.
Team members connected from various places including:
The constant need for a thorough understanding of the organization and the complex environment we were working with allowed us to work through complex and sometimes chaotic problems, and required us to creatively address the problems "in accordance with the overall goals of the organization" (Northouse, 2013, p. 227).
Read and Gather Information
Familiarize self with:
Make the case for change initiative
Build the organization capacity for change
While we all brought different traits and characteristics to the SIM experience, we all sought ways to see that our followers not only adapted the innovative idea but also grew in the process.
The goal was to convince the Spectrum Sunglass team that a dramatic change in the organization's strategy and products was necessary, and environmental sustainability was critical to the firm's future.
It was apparent from the beginning that the culture of Spectrum Sunglass Company was diverse and complex. Many employees had relationships that extended beyond work. As we approached the SIM we grappled to figure out what those relationships were so we could lead from a TSL focus.
TSL affects the way organizations function. It wasn't enough to talk about the necessary changes, we all found value in "walking the talk".
Summary of Skype meetings and follow-up notes
Questions and new thoughts on the SIM experience
Google Doc's and Drive were a vital sharing tool
Each team member shared the written version of pre and post SIM experience individual summary
Common themes recaptured as a summary
Living in the Cloud
Build momentum for change initiative
Preserve and continue to build organizational capacity for change
"People are the primary achievers
of organizational ends...leadership is about
mobilization to achieve ends"
(Storey, 2008, p. 155).
Institutionalize change initiative
Previous individual team experiences benefited our team
Team size was optimal with five members
Worked as a team
Communicated with respect
Made group decisions
Collaboration & Learning Opportunity
Got to know one another
Created a good spirit to work together
We continuously reassessed our strategic plan, changing relationships, level of commitment, and tactics.
Time zone differences between team members
Discovering our team dynamics
Balancing prior commitments and responsibilities with current studies and course expectations
Learning curve with technological tools
Did we overestimate our relationship bond e.g., our friend's support for this initiative?
Did we underestimate the need to communicate with our close friends in the work environment?
Identified key connections and relationships in people's networks of influence
Struggled with the difference between manipulation and the competency indicators identified in Leadership Competency 3.8 (Mitchell, 2012), Relationships and Collaboration
Collaborated throughout using a variety of levers including clarifying values, developing coalitions and running pilot projects
Walk the Talk
Sharing Personal Feelings While Engaging with Each Other:
Team Member Roles
Asking questions and forwarding new thoughts
I learned that email communication is not an effective tool to build credibility or move people forward toward embracing change. In my SIM experience face-to-face interaction was far more effective to build understanding and coalitions.
As an individual, I make my own decision, openly supporting an initiative and working to help make it successful, but find many people are unwilling to indicate their commitment.
I need to consider this fact when I prepare my strategies and work with my colleagues.
I now recognize how important it is to
take time to diagnose and assess a
situation before acting.
Context & Culture
Be brave and take action
I have learned that even though it is crucial to plan for change and design strategies to make it happen, flexibility to accommodate new ideas as we move on the path of change is important and beneficial for the whole change effort.
Regardless of the organizational initiatives and changes one implements to affect change, it's never as effective as interpersonal communication, building trust and credibility, and walking the talk.
"Leadership is not a solitary quest. It is a personal venture carried out in collaboration with colleagues and associates who themselves practice leadership. Almost always leadership will be strengthened and fully realized as a joint pursuit" (Storey, 2008, p. 21).
The key takeaway I learned was to value relationships and take the time and interest to get to know who you work with. Through a systems analysis approach I was able to make strategic decisions based on information that was said and inferred.
Leaders are most effective when their values are closely aligned with the organizations. Further, leaders who portray actions inconsistent with their stated values are regarded as hypocrites or deceitful. Individuals who consider their leaders deceptive or hypocritical are less likely to become actively engaged, or commit to advancing the goals of the organization (Fernandez and Hogan, 2002).
Completion of this group assignment, (SIM activity, individual analysis, group reflections) has resulted in forward progress on our individual journeys as servant leaders. We have been able to take the learning from the SIM experience, our reflections, and our group interactions and apply them into our work environments.
CTS Connect. January 23, 2010. Teamwork Funny. [Video File]. Retrieved from: A., & Namakkal, S. (1995). Team Dimensions Profile. Retrieved from Inscape Publishing: http://www.inscapepublishing.com/
Fernández, J. E., & Hogan, R. T. (2002). Values-based leadership. Journal for Quality & Participation, 25(4), 25-27.
Judge, W. Q., & Hill, L. A. (2011). Simulation Change Management: Power and Influence. Debrief Slides. 3292-HTM-ENG. USA. Harvard Business Publishing, Inc.
Judge, W. Q., & Hill, L. A. (n.d.). Simulation Change Management: Power and Influence. 3292-HTM-ENG. Retrieved from Harvard Business Site for Educators: https://cb.hbsp.harvard.edu/cbmp/access/18792295
Northouse, P. G. (2012). Servant Leadership. In Leadership: Theory and Practice, Sixth Ed. (pp. 219-252). USA: SAGE Publications, Inc.
Storey, V. (2008). Leadership at the interface: Politics and principle in organizational life. Calgary, AB: Detselig Enterprises.
Revised from: Judge, W. Q., & Hill, L. A. (2011). Simulation Change Management: Power and Influence. Debrief Slides, Slide No 13. 3292-HTM-ENG. USA. Harvard Business Publishing, Inc.
We chose a variety of key processes (levers) as we individually journeyed through the SIM.
As we completed the SIM we turned our attention from simulation to application and looked at insights we gained.
A critical component of the team assignment was the analysis and reflection of the entire process.