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1© 2018 Brent D. Ruben
Leading Organizational Change in Turbulent Times: Challenges and Opportunities
Brent D. Ruben, Ph.D.
Distinguished Professor of Communication Rutgers-New Brunswick
Executive Director Rutgers Center for Organizational Leadership
Inter-University Council of Ohio Fawcett Center, The Ohio State UniversityMay 22, 2018
This presentation was prepared for—and is intended for the sole use of—participants of the May 22, 2018 conference of the Inter-University Council of Ohio held at the Ohio State University, Columbus, Ohio. The slides and content may not be reproduced or shared with other audiences without prior permission from Dr. Brent D. Ruben—bruben@rutgers.edu
2© 2018 Brent D. Ruben
Primary Source for this Presentation:
Brent D. Ruben, B. D., Richard R. De Lisi, and Ralph A. Gigliotti, A Guide for Leaders in Higher Education: Core Concepts, Competencies, and Tools,Sterling, VA: Stylus Publishing, 2017
3© 2018 Brent D. Ruben
What makes change so difficult in both personal and organizational settings?
Why is there resistance to change in organizations –particularly in higher education?
In what respects is this resistance both a problem and an opportunity for leaders?
What are the common stages associated with the acceptance or rejection of change efforts?
Which strategies are most useful for leading change efforts?
4© 2018 Brent D. Ruben
Each New Year’s Eve, many of us make resolutions identifying things we intend, want, need to change . . . in our outlook, behavior, or life choices.
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“Lose weight, exercise more, be a better person, improve health, spend less-save more, and so on.”
Source: Marist Poll, Dec 18, 2014, www.maristpoll.marist.edu.
6© 2018 Brent D. Ruben
Usually not much changes in our lives as a result of our resolutions, and within days or weeks our plans have been discarded or forgotten.
• Roughly 30% fail in the first 7-14 days
• More than 80% within two years
(J. C. Norcross & D. J. Vangarelli, 1989)
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The simple explanation…Behavior is the best predictor of behaviorMore precisely: Past and present behavior are the single best predictor of future behavior—far better than what one says they resolve, intend, hope, or plan to do.
Habit, history, tradition—all powerful forces inhibiting our intentions to change
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Personal change is a challenge; and significant planned organizational change is exponentially more difficult.
Like individuals, organizations have habits, traditions, and histories—and all are powerful influences that mitigate against change.
9© 2018 Brent D. Ruben
Not Surprisingly, a Majority of Planned Organizational Change Initiatives Fail to Achieve the Expectations of Leaders
Estimates place the failure rate of organizational change initiatives a 50%–75%
Why? Sometimes because of technical
factors—inadequate resources, or problems with organizational structure
More often because of human factors and colleague’s resistance
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Not be viewed as necessary Requires a major investment of time, and there’s already too much to do Too much change at one time Calls for new approaches and routines Requires new knowledge and skills Threatens our present status, stature, roles Requires resources that may not be available Mistrust and lack of confidence in those advocating change Implies a criticism of the present systems, processes, or structures Threatens personal or professional identities and/or legacies Creates sense of losing control and predictability Others?
There is a Natural Resistance to Organizational Change
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Thinking about your department/institution, list 3 important organizational change initiatives undertaken within the past two years? What level of success do you associate with each initiative (from “1”- “a major disappointment” to “5” – “an overwhelming success?” On what criteria do you base your judgment.
Initiatives 1-5 Criteria for JudgingRating
1.
2.
3.
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Select one of the more challenging/least successful change initiatives listed, and describe the problems that occurred
Initiative What Were the Problems
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1 Understand the necessary stages in the change process
2 Be methodical in guiding the organization through these stages
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1. Capture attention in a world of many people and ideas competing for one’s time2. Involve appropriate individuals and constituencies in a discussion of the
challenge(s)/problem(s) and solution(s)3. Commit to a position—acceptance or rejection4. Translate knowledge, attitudes, and beliefs into action—current and best practices 5. Integrate and institutionalize the change (or absence of change) into the culture
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From: B. D. Ruben, Understanding, Planning and Leading Change, Washington DC: National Association of College and University Business Officers, 2012.
1 Understanding the Necessary Stages in the Change Process
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Planning — Defining the specifics of the change
Leadership — Developing an appropriate personal and organizational approach, given the challenges at hand
Communication — Committing to an ongoing process of information sharing, listening, and collaboration with colleagues and stakeholders
Culture — Taking account of organizational history, rules, traditions, and customs that may influence the change effort
Assessment — Monitoring progress and outcomes
2 Be methodical in guiding your organization through these stages with attention to…
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Merging Key Considerations in Organizational Change Leadership
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Detour
P l a n n i n g
L e a d e r s h I p
C o m m u n i c a t i o n
C u l t u r e
A s s e s s m e n t
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The 5 X 5 Matrix for Planned Change STAGES >
Process Components
1. Attention 2. Engagement 3. Commitment 4. Action 5. Integration
1. Planning
2. Leadership
3. Communication
4. Culture
5. Assessment
From: B. D. Ruben, Understanding, Planning and Leading Change, Washington DC: National Association of College and University Business Officers, 2012.
18© 2018 Brent D. Ruben
The 5 X 5 Matrix is a framework to guide change planning, leadership, implementation, and after-the-fact analysis and debriefing
• Provides a master plan for organizational planning• Emphasizes the importance of considering each stage in the
dynamics of change and developing strategies for each• Focusing on key process factors and the way in which they
intersect with stages of change• Suggests the need for a longitudinal approach• Simultaneously highlights the “big” picture and the critical
details
20© 2018 Brent D. Ruben
STAGES >
Process Components
1. Attention 2. Engagement 3. Commitment 4. Action 5. Integration
1. Planning
2. Leadership
3. Communication
4. Culture
5. Assessment
Identifying the appropriate architecture—individuals, teams, or groups to guide each stage of the change
project at each stage
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Leadership ArchitectureStage Leader
(Person/Team)What the Leader/Team
Should DoTimeframe
Atte
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1.
Enga
gem
ent
2.
Com
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3.
Actio
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4.
Inte
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5.
22© 2018 Brent D. Ruben
STAGES >
Process Components
1. Attention
2. Engagement
3. Commitment
4. Action
5. Integration
1. Planning
2. Leadership
3. Communication
4. Culture
5. Assessment
Successfully planned change requires clear, focused, and strategically timed communication
23© 2018 Brent D. Ruben
In Most Cases You Need a Communication Strategy for Each Stage in the Change Process
Who are your internal and external target audiences (affected parties)?
What are your intended outcomes?
What are the potential sources of resistance?
What are the appropriate messages for each audience?
What are the most effective channels for reaching each audience with your message?
Who is the most appropriate messenger?
What impact are you expecting from your messages?
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What Are the Appropriate Goals for Varying Stages of the Change Process
Gain attention
Increase awareness
Listen and understand
Provide information
Clarify
Encourage
Reinforce a point of view
Persuade
Engage
Motivate
Create buy-in
Prompt action
Heighten commitment
Promote sustainability
Others?
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For Each Stage and Goal, Consider:What Are the Best Combination of Formal and Informal, Mass and Interpersonal Methods to Reach Your Audiences?
Face-to-Face
Websites
Video
The grapevine
Cascade briefings
Focus groups
Surveys
Business Meetings
Outings/Dinners
Blogs
Retreats
Social networks
Print materials
Posters/bulletin boards
Newsletters, reports, memos
Listservs
Others?
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Communication Guide: Stage 1—AttentionCommunication . . . in order to connect to what audiences, to achieve what goals/ outcomes, to identify/overcome what resistance (e.g., needs, questions, concerns) with what message, through which channels, coming from whom?
Adapted from: Tromp, S. A., Ruben, B. D. Strategic Planning in Higher Education Washington, DC: National Association of College and University Business Officers, 2010, p. 77.
Audience Goal Resistance Message Communication Channel
Message Source
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Overcoming and dealing constructively with the influences of habit, history, tradition, and resistance requires:
1 An understanding of the dynamics and stages of change; and
2 Attention to key process components, resulting in:
A systematic approach to implementing the change process, and creating a tradition of thoughtful, well-managed change leadership
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Organizational Change Checklist Planning: Clarify the problem or need and potential benefits, and
develop a overarching plan to address leadership, communication, cultural, and assessment issues across the five stages of change.
Leadership: Identify the appropriate leadership scaffolding—individuals or team(s)—to plan, coordinate, champion, monitor, guide, and assess the change process through each of the stages.
Communication: Identify, analyze, anticipate sources of resistance, and develop clear, focused, and strategically-timed messages for all groups that will be affected or influential during each stage in the change process.
Culture: Identify, analyze, and take account of traditions, language sensitivities, and other organizational realities that may have a bearing on the way the proposed change is likely to be received.
Assessment: Develop metrics and methods for monitoring—and processes for adjusting—elements of the change strategy based on reactions, resistance, engagement, and support during each stage.
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A Final Word About Resistance: Resistance Is a Problem for Leaders, but also an Opportunity
A reminder that anxiety inevitably accompanies change, especially for those directly affected
Helping to clarify reasons for “push back”
Identifying gaps in explaining the value of the envisioned change, the approach, or particulars of the plan itself
Signaling the need for additional communication, and clearer messaging
Pointing to a need to refine the plan or approach
30© 2018 Brent D. Ruben
Try to understand the perspectives of affected parties Listen carefully Be open to feedback Don’t assume vocal critics are the only critics.
Remember the broader audience Avoid defensiveness. The way leaders react may be
the most significant “spectator take away” Document points being made by critics and resistors, to identify and
analyze themes and noteworthy concerns Search for ways to better explain, address, or reframe the source of
criticism or complaint Don’t assume resistors are intending to be trouble makers; they may be
your most loyal and dedicated colleagues, willing to risk negative consequences in order to articulate points they think are critical for you or the organization
WorWork with yourself to view resistance, complaints, and critique as a natural and potentially beneficial part of the change process
Making Resistance an Opportunity
31© 2018 Brent D. Ruben
Questions or Comments?
Thank you for your participation, and good luck as leaders of change!
Brent D. Ruben, PhDbruben@rutgers.edu
32© 2018 Brent D. Ruben
References and Suggested Readings Coutu, D. L. (2002). How resilience works. Harvard Business Review, 80(5), 46-55.
Lewis, L. K. (2010). Implementing change in organizations: A stakeholder communication perspective. Malden, MA: Blackwell.
Lewis, L. K., & Seibold, D. R. Reconceptualizing organizational change implementation as a communication problem: A review of literature and research agenda, Communication Yearbook, 21, 93–151.
Luscher, Lotte S., & Lewis, M. W. (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 51(2), 221–248.
Machiavelli, N. The prince. Chapter VI, Concerning New Principalities Which Are Acquired By One's Own Arms And Ability. http://www.constitution.org/mac/prince06.htm
Marrelli, A. F., Tondora, J., & Hoge, M. A. (2005). Strategies for developing competency models. Administration and Policy in Mental Health, 32, 533-561.
Maxwell, J. C. (1993). Developing the leader within you. Nashville, TN: Thomas Nelson Publishers.
Maxwell, J. C. (1999). The 21 indispensable qualities of a leader. Nashville, TN: Thomas Nelson.
Norcross, J. C., and Vangarelli, D. J. (1989). Journal of Substance Abuse, 1(2), 127-134.
Pfeffer, J., & Sutton, R. I. (2000). The knowing doing gap: How smart companies turn knowledge into action. Boston, MA: Harvard University Business School Press.
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Rogers, E. M. (2003). The diffusion of innovations (5th ed.). New York: The Free Press.
Rogers, E. M., & Kincaid, D. L. (1981). Communication networks. New York: The Free Press.
Rogerson, S., Meir, R., Crowley-McHattan, Z., McEwen, K., & Pastoors, R. (2016). A Randomized Controlled Pilot Trial Investigating the Impact of a Workplace Resilience Program During a Time of Significant Organizational Change. J OccupEnviron Med, 58(4), 329-334. doi:10.1097/JOM.0000000000000677
Ruben, B. D. (2004). Pursuing excellence in higher education: Eight fundamental challenges. San Francisco: Jossey-Bass
Ruben, B. D. (1978). Communication and conflict: A system-theoretic perspective. Quarterly Journal of Speech, 64(2), 202-210
Ruben, B. D. (2006). What leaders need to know and do: A leadership competencies scorecard. Washington, DC: National Association of College and University Business Officers.
Ruben, B. D. (2007). Excellence in higher education guide: An integrated approach to assessment, planning and improvement in colleges and universities. Washington, DC: National Association of College and University Business Officers.
Ruben, B. D., & Stewart. L. (2016). Communication and human behavior. 6th Edition. Dubuque, IA: Kendall-Hunt.
Ruben, B. D., (2016). Excellence in Higher Education Guide: A Framework for the Design, Assessment, and Continuous Improvement of Institutions, Departments, and Programs.
Ruben, B. D., De Lisi, R., Gigliotti, R. A. (2016). A guide for leaders in higher education: Core concepts, competencies, andtools. Sterling, VA: Stylus Publishing.
Ruben, B. D., Lewis, L. K., Sandmeyer, L., et. al. (2008). Assessing the impact of the Spellings Commission: The message, the messenger, and the dynamics of change in higher education. Washington, DC: National Association of College and University Business Officers.
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Sanaghan, P. (2009). Collaborative strategic planning in higher education. Washington, DC: National Association of College and University Business Officers.
Sanaghan, P., & Rod, N. (2002). Intentional design and the process of change: Strategies for successful change. Washington, DC: National Association of College and University Business Officers.
Schein, E. (1997). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.
Steele Gray, C., Wilkinson, A., Alvaro, C., Wilkinson, K., & Harvey, M. (2015). Building Resilience and Organizational Readiness During Healthcare Facility Redevelopment Transitions: Is It Possible to Thrive? HERD, 9(1), 10-33. doi:10.1177/1937586715593552
Sutcliffe, K.M. & Vogus, T.J. (2003). Organizing for resilience. In Cameron, K.S., Dutton, J.E. and Quinn, R.E. (eds), Positive Organizational Scholarship: Foundations of a New Discipline. San Francisco, CA: Berrett-Koehler.
Tierney, W. G. (1988). Organizational culture in higher education. The Journal of Higher Education, 59(1), 2-29.
Tromp, S. A., & Ruben, B. D. (2004). Strategic planning in higher education: A leader’s guide. Planning and Improvement in Colleges and Universities. Washington, DC: National Association of College and University Business Officers. Trowler, P. (2008). Cultures and change in higher education. New York: Palgrave- Macmillan.
Useem, M. (1998). The leadership moment. New York: Random House.
Weick, K. E. (2001). Making sense of the organization. Malden, MA: Blackwell.
Witmer, H., & Mellinger, M. S. (2016). Organizational resilience: Nonprofit organizations' response to change. Work, 54(2), 255-265. doi:10.3233/WOR-162303
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