Leadership responsibilities for the

innovation process:
Imagining.
Designing.
Experimenting.
Assessing.
Scaling.

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 Four steps of the product innovation

process:
Idea creation.
Initial experimentation.
Feasibility determination.
Final application.

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 Change leader.
A change agent who takes leadership
responsibility for changing the existing pattern
of behavior of another person or social system.

Change leadership.
Forward-looking.
Proactive.
Embraces new ideas.

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Figure: Change leaders versus status quo

managers.

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 Top-down change.
Strategic and comprehensive change that is
initiated with the goals of comprehensive
impact on the organization and its performance
capabilities.
Driven by the organizations top leadership.
Success depends on support of middle-level
and lower-level workers.
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 Bottom-up change.
The initiatives for change come from any and
all parts of the organization, not just top
management.
Crucial for organizational innovation.
Made possible by:
Employee empowerment.
Employee involvement.
Employee participation.
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 Integrated change leadership.

Successful and enduring change combines advantages
of top-down and bottom-up approaches.
Top-down:
Breaks up traditional patterns.
Implements difficult economic adjustments.

Bottom-up:
Builds capability for sustainable change.
Builds capability for organizational learning.
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 Transformational and incremental change.

Unplanned change.
Response to unanticipated events.
Good leaders act on opportunities for reactive change.

Planned change
Aligning the organization with anticipated future challenges.
Activated by proactive leaders who are sensitive to performance
gaps.
Transformational change major and comprehensive
redirection.
Incremental change adjusting existing systems and practices.
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 How to lead transformational change:

Establish a sense of urgency for change.
Form a powerful coalition to lead the change.
Create and communicate a change vision.
Empower others to move change forward.
Celebrate short-term wins and recognize those who help.
Build on success; align people and systems with new ways.
Stay with it; keep the message consistent; champion the
vision.

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 External forces for change:

Globalization.
Market competition.
Local economic conditions.
Government laws and regulations.
Technological developments.
Market trends.
Social forces and values.

Internal forces for change:

Arise when change in one part of the system creates the need for
change in another part of the system.
May be in response to one or more external forces.
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 Organizational targets for change:

Tasks
People
Culture
Technology
Structure
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How can planned organizational change be

managed?
Phases of planned change
Unfreezing
The phase in which a situation is prepared for
change and felt needs for change are developed.

Changing
The phase in which something new takes place in
the system, and change is actually implemented.

Refreezing
The phase of stabilizing the change and creating the
conditions for its long-term continuity.
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Figure 18.3 Lewins three phases of

planned organizational change.

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Strategies of Change?
Force-coercion strategy of change.
Uses power bases of legitimacy, rewards, and
punishments to induce change.
Relies on belief that people are motivated by selfinterest.
Direct forcing and political maneuvering.
Produces limited and temporary results.
Most useful in the unfreezing phase.
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 Rational persuasion strategy of change.

Bringing about change through persuasion backed by
special knowledge, empirical data, and rational
argument.
Relies on expert power.
Relies on belief that reason guides peoples decisions
and actions.
Useful in the unfreezing and refreezing phases.
Produces longer-lasting and internalized change.
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 Shared power strategy of change.

Engages people in a collaborative process of identifying
values, assumptions, and goals from which support for
change will naturally emerge.
Time consuming but likely to yield high commitment.
Involves others in examining sociocultural factors related
to the issue at hand.
Relies on referent power and strong interpersonal skills
in team situations.
Relies on belief that people respond to sociocultural
norms and expectations of others.
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Figure: Alternative change strategies and

their leadership implications.

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 Reasons for people resisting change:

Fear of the unknown

Disrupted habits
Loss of confidence
Loss of control
Poor timing
Work overload
Loss of face
Lack of purpose
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 Methods for dealing with resistance to

change:

Education and communication

Participation and involvement
Explicit and implicit coercion

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