E6e106e8 5056 A318 A896faa48d6e957d

RAF Leadership Centre
Change,Culture & Leadership
Change, Culture & Leadership: Can Changing Culture

Facilitate the Leadership of Change?
Leadership Conference
July 18/19 2007
Professor Malcolm Higgs
Henley Management College
Professor Malcolm Higgs 2007
Scope of the Presentation

The Challenges of
Change
Approaches to Change
Change Leadership
Relationship between
Culture & Change
Further Developments
in Thinking around
Change Leadership
The
Challenge
of Change
The Reality is that 70% of Changes Fail !!

In 2004 in the UK it has been estimated
that $6 billion was spent on Change
So $4.2 billion was wasted !!!!
The Challenge of Change

The Key Questions:
If 70% of Changes Fail:
Why?
What makes the others
succeed ?
What
What Really
Really Happens?
Happens?
One
Look
Complex
Simple
Change Approaches
Distributed
RFLC 2005
Change Approaches
One
Look
Directive
Master
I can manage
change
I trust my people to
solve things with us
Complex
Simple
Launch enough Initiatives &
something will stick
SelfAssembly
I can only create the

conditions for change to
happen
Emergent
Distributed
RFLC 2005
Change Approaches
Directive
High magnitude: 48%
High scope: 42%
Low scope, int. source +ve
One
Look
Master
Long term: 21%
Complex
Simple
High magnitude: 44%
All correlations -ve
SelfAssembly
Key:
Green = positive relationship
Red = negative relationship
% = amount of variance between success and
failure explained in that context
High magnitude: 32%

All correlations +ve
Emergent
Distributed
RFLC 2005
Change Approaches
One
Look
Simple
Directive
Master
Doing
Change
To
Doing
SelfAssembly
Change
Complex
With
Emergent
Distributed
RFLC 2005
Leading
Change
in
Practice
Leadership Behaviours
Shaping
Without me, nothing

will happen
Framing
With clear
boundaries, people
can be free to
contribute
Creating
We cannot change
unless we learn and
grow
RFLC 2005
Impact of Leadership
Creating
We cannot change unless

we learn and grow
Successful
Framing
With clear boundaries,

people can be free to
contribute
Successful
Shaping
Without me, nothing will happen
Unsuccessful
RFLC 2005
Why is Culture
so important?
How do culture
and leadership
interrelate?
Leadership and Culture Make a Difference
Leadership
Performance
60%
80%
Culture
The Challenge of Change
70% of Change Initiatives Fail

Aspects of Corporate
Culture have a significant
impact on the success/failure
of Change
Understanding the
Culture of an organisation
is key to change
Making Change work often

entails making some change to
aspects of the culture of an
organisation
The Impact of Culture on Performance

CULTURE determines:
The way we address problems
Our receptivity to change
The way we deal with each

other
The way we deal with

stakeholders
Our commitment to strategy
The Goffee & Jones Model
Sociability
Solidarity
Hi
-ve Success
? Communal as
best culture
Sociability
+ve Shaping
+ve Framing
-ve Shaping
+ve Success
Lo
Lo
Solidarity
Hi
Sociability
Hi
Networked
Communal
Fragmented
Mercenary
Lo
Lo
Solidarity
Hi
Managing Cultural Change

Know where you are starting
Know where you need to go (from
a business perspective)
Identify the levers which need
pulling
Pull the levers
Changing Culture
Increasing Sociability

Increasing Solidarity
Promote the sharing of ideas,

interest and emotions by recruiting
compatible people
Develop awareness of competitors

through briefings, e-mail,
newsletters, etc.
Increase social interaction among

employees by arranging casual
gatherings inside and outside the
office
Create a sense of urgency
Reduce formality between

employees
Limit hierarchical differences
Act like a friend - set the example
Stimulate the will to win

Encourage commitment to shared
corporate goals

Study 2
We cannot change unless we

learn and grow
Creating positive
With clear boundaries,

people can be free to
contribute
Framing strongly
Positive
Without me, nothing will happen
Shaping Negative
A combination (Framcap) strongly positive in all Contexts

RFLC 2005
Behaviours which Make a Difference

Attractor
Creates an
energy for the
change
Edge & Tension

Amplifies
disturbance
around the change
Transforming
Space
Creates a
Container
Creates
movement
Holds the tension

around the change
RFLC 2006
Attractor
Creates an energy for the change

Connects with others at an emotional level,
embodies the future intent of the
organisation
Tunes in to day to day reality, sees themes &
patterns that connect to a wider movement,
and from this creates a compelling story for
the organisation
Uses this to set the context of how things fit
together, working the story into the life of the
organisation so that every conversation &
decision makes sense
Visibly works beyond personal ambition to
serve higher purpose, the organisation, and
its wider community
Is consciously aware of ones own
leadership and adapts this for a specific
purpose
RFLC 2006
Edge & Tension
Amplifies disturbance around the change
Tells it as it is describes reality with

respect yet without compromise
In times of turbulence, has constancy;
does not withdraw from the tough stuff;
keeps peoples hands in the fire
Can spot and challenge assumptions
creates discomfort by challenging
existing paradigms and disrupting
habitual ways of doing things
Sets the bar high and keeps it there
stretches the goals & limits of whats
possible
Does not compromise on talent pays
attention to getting and keeping A
players
RFLC 2006
Creates a Container
Holds the tension around the change

Sets & contracts boundaries , clear
expectations & hard rules so that people
know what to operate on (performance
expectations) and how they need to operate
(values & behaviours)
Is self assured, confident, and takes a stand
for ones beliefs is non-anxious in
challenging conditions
Provides affirming & encouraging signals;
creates ownership, trust & confidence
Makes it safe to say risky things & have
the hard to have conversations via
empathy & high quality dialogue skills
Creates alignment at the top to ensure
consistency & constancy of approach
RFLC 2006
Transforming Space

Creates movement
Demonstrates a commitment that

engenders trust, enabling the system
to go to new places, learn about itself,
and act differently
Frees people to new possibilities
through making oneself vulnerable and
open
Understands what is happening in the
moment & breaks established patterns
and structures in ways that create
movement in the here and now
Powerfully inquires into ripe systemic
issues to enable deep change to
happen
Creates time and space (including
attending to its physical quality) for
transforming encounters
RFLC 2006
A combination of these factors explained nearly 50%

of the variance in change success
Attractor
Creates an
energy for the
change
Edge & Tension

Amplifies
disturbance
around the change
Transforming
Space
Creates a
Container
Creates
movement
Holds the tension

around the change
RFLC 2006
Attractor
Putting it all Together

Understand
Edge & Tension
& Incorporate Wider
Context
Build Leadership Teams
Transforming
Space
Work on the Underlying System
Creating a
Container
Patient with People

Display Self-Awareness
Set Tangible Measures
RFLC 2006
Creating a Positive Climate for Change
Questions?

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RAF Leadership Centre

Change,Culture & Leadership

Change, Culture & Leadership: Can Changing Culture

Professor Malcolm Higgs 2007

RAF Leadership Centre

Scope of the Presentation

Change,Culture & Leadership

RAF Leadership Centre

Change,Culture & Leadership

RAF Leadership Centre

Change,Culture & Leadership

The Reality is that 70% of Changes Fail !!

So $4.2 billion was wasted !!!!

Professor Malcolm Higgs 2007

RAF Leadership Centre

Change,Culture & Leadership

The Challenge of Change

Professor Malcolm Higgs 2007

RAF Leadership Centre

Change,Culture & Leadership

Professor Malcolm Higgs 2007

Change,Culture & Leadership

RAF Leadership Centre

Professor Malcolm Higgs 2007

Change,Culture & Leadership

RAF Leadership Centre

Professor Malcolm Higgs 2007

I can only create the

Change,Culture & Leadership

RAF Leadership Centre

High magnitude: 32%

RAF Leadership Centre

Change,Culture & Leadership

Professor Malcolm Higgs 2007

RAF Leadership Centre

Change,Culture & Leadership

Professor Malcolm Higgs 2007

RAF Leadership Centre

Change,Culture & Leadership

Without me, nothing

RAF Leadership Centre

Change,Culture & Leadership

We cannot change unless

With clear boundaries,

Without me, nothing will happen

Professor Malcolm Higgs 2007

RAF Leadership Centre

Change,Culture & Leadership

Change,Culture & Leadership

RAF Leadership Centre

Leadership and Culture Make a Difference

RAF Leadership Centre

Change,Culture & Leadership

The Challenge of Change

70% of Change Initiatives Fail

Making Change work often

RAF Leadership Centre

Change,Culture & Leadership

The Impact of Culture on Performance

The way we address problems

Our receptivity to change

The way we deal with each

The way we deal with