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ADDRESSING
RESISTANCE TO
CHANGE:
ISSUES OF LEADERSHIP
AND GROUP DYNAMICS
Dr. L Prasad
(Ph.D., Northwestern University)
THE ABILITY TO
REFLECT BEYOND THE
OBVIOUS AND
INCULCATE THE SOFT
SKILLS THAT
TRANSFORM PEOPLE
Ancient Chinese military strategist Sun Tzu wrote
in his book: THE ART OF WAR:
UNDERLYING
UNDERLYING
DYNAMICS
DYNAMICS
DOUBLE
DOUBLE
LOOP CAUSE
CAUSE
LOOP
LEARNING
LEARNING
SINGLE
SINGLE
LOOP
LOOP
LEARNING
LEARNING
EFFECT
EFFECT
The Underlying Dynamics
** WHY DO ORGANIZATIONS EXIST AND PROSPER?
** WHY DO PEOPLE WORK IN ORGANIZATIONS?
Stereotyping
NATURE
Excuses
SITUATION
NURTURE
Cognitive
limits
Stereotyping
NATURE
Excuses
SITUATION
Many people, many COUNTRY WELL MESHED
interpersonal roles CLUB TEAM OR CLAN
INTERPERSONAL
ROLES
TASK ROLES
STAGES OF GROUP EVOLUTION
TEACHING
A Job?
EDUCATING –
A Calling!
THIS IS THE
MOST
ESSENTIAL
INGREDIENT
OF YOUR
SCHOOL’S
STUDENT
IN ORDER TO
BUILD A WELL
MESHED TEAM,
WE MUST KNOW
ITS MEMBERS’
PERSONALITIES.
QUESTIONNAIRE
UNDERSTANDING PEOPLE
• Frames of Reference
• Intolerance of Ambiguity
• Adaptors & Innovators
• Internal Locus of Control
Frames of Reference
p. 3 Items 1-29
• Bureaucratic Mindset
AVERAGE of (1 to 5)
Range:
1.00-2.66 Low
2.67-4.33 Medium
4.34-6.00 High
Frames of Reference
p. 3 Items 1-29
• Group Orientation
AVERAGE of (6 to 11)
2.67-4.33 Medium
• Hierarchical Orientation
AVERAGE of (12 to 17)
1.00-2.66 Low
Frames of Reference
•Compartmentalization
RCOMP= AVGE (18 to 24)
COMP= 7 – RCOMP
1.00-2.66 Low
Good schools and great Principals
view teachers and students as
human beings, not just cogs in a
machine!
Frames of Reference
• Obscurantism vis-à-vis
Men, Women and Society
AVERAGE of (25 to 29)
1.00-2.66 Low
Need for ANDROGYNOUS
individuals who take on
both masculine and
feminine Gender Roles!
Intolerance of Ambiguity
p. 1 Items A to N
Item G is reverse scored,
i.e., (7-x), where x is the
number you have circled;
For items A to F & H to N,
please use the original
scores.
Intolerance of Ambiguity
Divide the total by 14
Range:
1.00-2.66 Low
2.67-4.33 Medium
4.34-6.00 High
Desirable score < 2.66, i.e.,
Low Intolerance of Ambiguity
Intolerance of Ambiguity
How does one learn to deal
with Ambiguity?
First
DISAGGREGATE
then
SYNTHESIZE
FOSTER
LOCAL PROVIDE
INFRASTRUCTURE
GOVERNER- (Schools, etc.)
ANCE
INSTITUTIONS FACILITATE
REGULATE INDUSTRIAL
MONEY LENDERS, DEVELOPMENT
EXPLOITATIO
, ABSENCE OF
HOOCH OUTLETS, ETC.
N DEVELOPMEN
ENCOURAGE
ACCESS ACCESS
T
ENTREPREN-
TO EURSHIP
TO
MARKETS FORESTS
GOVERNMENT
CORRUPTION
Adaptors & Innovators
p. 2 (a to i)/9: Adaptors
(j to r)/9: Innovators
Range:
1.00-2.66 Low
2.67-4.33 Medium
4.34-6.00 High
ADAPTORS
If your approach to bringing about change is ADAPTIVE you will be more
likely than Innovators:
•to prefer improvement of existing structures over mould-breaking change
•to start work only on projects or schemes that you can complete
•to calculate decisions finely, taking care about the consequences of your
actions
•to accept change so far as it improves or strengthens the status quo
•to be methodical and prudent
•to ensure widespread support for proposed changes before offering them
•to put a high value on being efficient within a system
•to resist 'sticking your neck out' against prevailing opinion
•to reject, or be very skeptical of changes that challenge the cohesion of the
group
•to be interested in solving problems rather than looking for them
•to appear tolerant of boredom
•to respond to criticism from close colleagues with greater conformity
•to see innovative ideas for change as threatening or unsafe
INNOVATORS
If your approach to bringing about change is INNOVATIVE you will be more
likely than Adaptors:
•to prefer mould-breaking change over Improvement of existing structures
•to be reckless or neglectful of the consequences of your actions
•to see the 'status quo' as needing complete transformation
•to be seen as undisciplined and reckless
•to assume that ideas for radical change are self-evidently valuable
•to put greater value on thinking up new schemes than on implementing them
•to question basic assumptions about any problem that is being worked on
•to feel free to criticize proposals for change from any source without regard
for the subsequent cohesion of the group
•to enjoy seeking out problems
•to become bored with routine
•to prefer to delegate routine tasks
•to live with rejection and hostility
•to see criticism from close colleagues as a challenge
•to tend to see adaptive ideas for change as no change at all
Adaptors & Innovators
Kirton conceptualized
Adaptors and Innovators
along one dimension, i.e.,
High Adaptors are Low
Innovators and vise versa
Hi Adaptors Lo Adaptors
Lo Innovators Hi Innovators
RECONCEPTUALIZING ADAPTORS AND INNOVATORS
HI
A
D
A
P
T MED
O
R
S
LO
LO MED HI
INNOVATORS
RECONCEPTUALIZING ADAPTORS AND INNOVATORS
A
D
A
P MED CLERK ADMINISTRATOR GENERNAL
T MANAGER
O
R
PAY ATTENTION
They fly in a “V” formation.
Maybe you will be interested in knowing
why they do it this way...
By flying in a “V” formation....
The whole flock increases
the flight efficiency by 71%...
Let’s stay
beside each other
no matter what the differences.
Thank You!
THANK
YOU