Creative and Innovative

Management

Class 4
 Focus Areas Task 4

• 4.1 - Identify 4 barriers to innovation and

change

• 4.2 Plan strategy (differentiated to needs of

each group of stakeholders) to overcome
barriers to implement innovation and change

• 4.3 How will the strategy ensure the

success of innovation and change

• 4.4 Communicate strategy for overcoming

barriers to relevant 5 groups of stakeholders
 What is Critical thinking?

• Form an impression /idea of…

• Determine benefits/weaknesses…

• Critically Compare, Weigh up pros & cons…

• Analyze data & highlight i.e. relationships,

patterns, associations with theory etc …

• Professionally Present your findings/implications

(i.e. tables, charts)

• Conclude & summarize…State

implications, significance and application
 Review
Detail Criteria for an Effective Change Message

Answers the questions:

– “What are we committing to?”

– “Why is this important?”

– “Who is impacted by this?”

– “How and when will this take place?”

 Review continue:
Detail Criteria for an Effective Change Message
 How is this relevant to the team/individuals?
 What, specifically, should team/individuals do?
 What does success look like? (What does failure look like?)
– Senior Management to Role-Model

 What tools and support are available?

 What’s in it for me? And for us? Benefits
 Removing Barriers
How can I respond to resistance in productive ways?
How do we demonstrate progress and sustain the
change momentum?
 The Six Silent Barriers
Unclear strategy, priorities and Values.

Leaders are too top down or laissez-faire in their approach. Not

engaging individuals to allow for honest problem solving dialogue.

The team is ineffective, not working as a unit. Is more process

driven than results driven (strategy, people issues and priorities.

Poor collaboration and coordination that prevent the

effective execution of value-creating activities.
Inadequate leadership development.

Closed vertical communication, which make the silent barriers

self-sealing and unchangeable
The Six Silent Barriers (Beer, 2009)
 Barriers to Innovation - More examples

External Barriers
- PESTLE/PORTER


Internal Barriers
- Resistance
- Commitment
 Why Do People Resist Change?
 The phrase, “overcoming resistance,” indicates an adversarial
relationship … since resistance is an emotional process, the key is
understanding it:
– People resist change because the change is:

• Perceived by them to be negative, and

• They do not want to deal with the reasons for it

– Resistance is a way of expressing feelings of concern about making a change

– These concerns tend to be:

• Concerns over loss of control

• Concerns over vulnerability

– Your task is to help the person who is resisting change to express

these concerns directly
 Why Resistance Occurs . . .
 Resistance can occur because people fear:
– Loss of credibility or reputation
– Lack of career or financial advancement
– Possible damage to relationships with boss
– Loss of employment
– Interpersonal rejection
– Change in job role
– Embarrassment/loss of self-esteem
– Job transfer or demotion
Resistance
 Investigate Take
Obstacles Systems
Action
Issues
Positive
Resistance
Change

Investigate Take
Objections People
Action
Issues
 Obstacles and Objections
Obstacles Objections
Can’t Dos: Systems Won’t Dos: Attitude
“I do not have the authorization “I don’t see why I need to …”
to …” “I don’t think it will work if I do that…”
“I do not have the resources to …” “It’s not my job to…”
The current equipment cannot …” “I see unintended consequences if I…”
“I have not been trained to …”

Leader’s Focus: Investigate Leader’s Focus: Investigate People

Systems Issues Using: Issues Using:
Systems Thinking Feedback Tools and Methods
Analytic Skills Coaching Skills
Quality Tools Communication Skills
Upward and Peer Influence
Dealing with Resistance (System/People)
• Step 1: Identify the form the resistance is taking:

– Trust what you see more than what you hear

– Pick up cues
– Listen for repetition/telltale phrases
 Dealing with Resistance

• Step 2: Acknowledge, name the resistance:

– Tell person your perception of the resistance

– Do it in a “win/win” manner; neutral, non-

aggressive - “What I think I hear you saying is
. . .”
– Tell the person how the resistance is
making you feel

– Be specific, clear, authentic

 Dealing with Resistance
• Step 3: Listen to responses:

– Get him/her talking

– Encourage full expression of the concerns

– Gradually uncover underlying

resistance/issue - be aware of other forms of
resistance surfacing
Tactics to Minimize Resistance
 Explain why
 Identify the benefits  Provide appropriate training in new skills and
coaching in new values and behaviors
 Invite and answer questions  Encourage self-management

 Solicit participation and, if
Give more feedback than usual to ensure
people always know where they stand
possible, early involvement (“first-
 Allow for resistance. Help people let go of the
“old”
draft/reviews, membership in
planning/implementation teams, etc.)  Measure results, step back and take a look
at what is going on. Keep asking “Is the
 Avoid surprises 
change working the way we want it to?”
Encourage people to think and act creatively
 Set standards and clear targets
 Look for any “opportunity” created by the
 Inform/involve informal leaders change

 Recognize and reward efforts

 Allow for withdrawal and return of people who
are temporarily resistant
 Over communicate
 Gain Commitment to a Change
 Enable employees to act
 Be enrolled yourself – Walk the Talk
 Be on the level/ model the way.
 Let the other person choose/engage.
 Communicate / Inspire a shared Vision
 Kotter’s change model

Hearts and Minds! (Kotter)
 Dealing With Resistance: What Not To Do

• Fight the resistance

• Go into more data collection
• Avoid the individual
• Lose your confidence
• Expect to have all the answers
• Collude with the individual
• Avoid giving “bad news”
• Use aggressive language
• Delay/wait one more day
Commitment versus Compliance
 Non - Formal
Compliance Apathy Compliance Commitment
(“I won’t do it”) (“Whatever”) (“I’ll do what’s expected”) (“I’ll do whatever it takes”)

– +
 • Integration

• Learning Points
 Set Milestones & Acknowledge
progress

• Short-term wins nourish faith in the change effort,

emotionally reward the hard workers, keep the critics
at bay, and build momentum.

• By creating short-term wins, and being honest

with feedback, progress is achieved and people
are inspired
(Kotter)
 Create short term wins

• Tip: Focus on one or two goals instead of all and

make sure no new initiatives are added until one of
those goals is achieved and celebrated.

• Desired New Behaviour: Momentum builds as

people try to fulfil the vision, while fewer and fewer
resist change.

• (Kotter)
 Reinforce the change

• By creating a new, supportive, and

sufficiently strong organizational culture, the
change should remain.

• A supportive culture provides roots for

the new ways of operating.

• How can the above be initiated?

(Kotter)
 Reinforce the change continue
• Telling vivid stories about the new organization,
what it does, and why it succeeds

• Making absolutely sure you have the continuity of

behaviour and results that help a new culture grow –
Role Models, Walk the Talk - Goals Praise and
Redirect

• Desired New Behaviour: New and winning behaviour

continues despite the pull of tradition, turnover of
change leaders, etc. – Force field Driving Forces
 Food for thought

• The skill to do comes from DOING!

• Practice makes permanent!

 Task 4 - Completion

• 4.1 - Identify 4 barriers to innovation and

change

• Examples:
• Silent Barriers
• PESTEL / PORTER 5 Forces
• 7 S (Waterman & Peters)
• Resistance (systems/people)
Potential Barriers
• Refer also class 3 slides -
Drivers External/Internal
change
 Task 4
• 4.2 Plan strategy to overcome barriers
to implement innovation and change

• Note: (Keep differentiated needs of each group of

stakeholders in mind )

• The strategic plan addresses the what

and why of activities, timelines
• Implementation addresses the who,
where, when
 4.3 How will the strategy ensure the success of
innovation and change

• Include:

• Measurements

• Milestones

• KPI’s
4.4 Communicate strategy for overcoming barriers
 to relevant 5 groups of stakeholders

• Descriptive or table (see sample)

• Descriptive - ensure structure & headings

 Differentiated Stakeholder Needs & Communication

Stakeholder Level of Power level Stakeholder Needs Communication

interest
channel

A H H i.e. Direction, i.e. Presentation,

Alignment
Integration, One on one
Collaboration ssBoard meeting
Communication
B L L

C H H

D L H

E H L