Term
| Leaders with ____________ are able to incorporate different thinking strategies and mental frameworks into their planning, decision-making, and day-to-day activities |
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Definition
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Term
| Leaders with cognitive flexibility routinely do what three things? |
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Definition
| scan the environment, develop understanding, and create strategies. |
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Term
| Leaders with emotional flexibility do what four things? |
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Definition
| understand and manage their own emotions, connect with and address the emotions of others, engage emotionally, and balance emotions and actions. |
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Term
| Those with ____________ tend to do three things routinely: maintain optimism, build support, and self identify personal tendencies. |
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Definition
| dispositional flexibility |
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Term
| Janssen’s Model of Change describes four stages that people typically experience when reacting to and dealing with change. Janssen refers to these as: |
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Definition
| Contentment, Denial, Confusion, and Renewal. |
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Term
| When _____ percent of a organization accepts the change, the change is embedded in the organization; when ___ percent accepts the change, it is unstoppable. |
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Definition
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Term
| Everett Rogers popularized a theory called ___________ which he says explains how, why, and at what rate innovative ideas are adopted |
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Definition
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Term
| Rogers identified five categories of adopters that are based on how quickly a person adopts new ideas, they are: |
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Definition
| Innovators, Early Adopters, Early Majority, Late Majority, and Laggards |
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Term
| _________ adopt new ideas quickly but make up a smaller percentage of the population. |
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Definition
| Innovators and Early Adopters |
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Term
| What type of adopters see competitive advantages in early adoption? |
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Definition
| Early adopters. They are effective at getting others on-board with new ideas |
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Term
| What type of adopter is seldom looked to as opinion leaders? They are calculated and deliberate in decisions to adopt change. |
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Definition
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Term
| What type of adopter are insecure, skeptical, risk averse, and look for guarantees before adopting change |
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Definition
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Term
| What type of adopter relies mainly on neighbors and friends as their main sources of information, and have no desire for new ideas or personal success? |
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Definition
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Term
| What is the best way to win over the early majority for a change ititiative? |
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Definition
| Challenge the the innovators and early adopters by providing the opportunities to lead the change, and then communicate their successes to the early majority. They will come onboard, once they see the new process is legitimate. |
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Term
| What do people resist more than they resist change? |
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Definition
| being controlled. If you try to break down resistance with motivation or coercion, you will instead create more resistance. Instead, encourage early adopters and innovators to take control of and enact the changes, and display their success to the majority. Later, as long as their decisions result in an acceptable outcome, give the resisters control of the process. Let them decide. This is part of being a transformation leader. |
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Term
| Some have described _____ as the essence of leadership with all other duties secondary. |
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Definition
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Term
| _______ facilitates structural decentralization and downsizing and requires people to develop new skills. As a result, power often shifts from centralized functions to operating units. |
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Definition
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Term
| ______ involves understanding when environmental change necessitates organization change and when it does not. |
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Definition
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Term
| A well -crafted _____ helps balance reactive and proactive changes |
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Definition
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Term
| Asking ______ to synthesize change requirements, a SNCO can accomplish two goals: first, the answers will help determine if the change is actually necessary; and, second, if the change is necessary, the answers will provide valuable input for developing a change implementation plan. |
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Definition
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Term
| What could lead to the wrong people being put in the wrong positions, poor planning, lack of direction, lack of leadership…and ultimately a failed change effort? |
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Definition
| Failing to synthesize change requirements |
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Term
| Whateight mistakes or errors affect most organizations during major change efforts: |
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Definition
| allowing too much complacency, no guiding coalition, no vision, under communicating the vision, permitting obstacles to block the new vision, failing to create short-term wins, declaring victory too soon, and neglecting to anchor changes firmly into the culture. |
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Term
| To combat the eight mistakes or errors that plague change, Kotter created an eight part plan for enacting change. These steps include: |
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Definition
1: Establish a sense of urgency
2: Create the guiding coalition
3: Develop a vision and strategy
4: Communicate the change vision
5. Empower others for broad based action
6. Generate short term wins
7. Consolidate gains/produce more change
8. Anchor new approaches in the culture |
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