Leading Change Framework

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Leading Change Framework by Mind Map: Leading Change Framework

1. INTERPERSONAL SKILLS

1.1. FOUR FRAMES APPROACH

1.1.1. CONFRONTING THE STRUCTURAL AND SYMBOLIC FRAMES (BOLMAN & DEAL, 2013) THROUGH A COMPLEX APPROACH TO RESOURCE MANAGEMENT TO CREATE ORGANIZATIONAL SUPPORT FOR CHANGE BY CREATING STRUCTURES THAT SUPPORT THE NEW VISION (FULLAN, 2010)

1.1.2. LEADING PEOPLE THROUGH CHANGE (HUMAN RESOURCES FRAME) BY ENGAGING, ENERGIZING AND ENABLING EMPLOYEES TO CREATE CULTURES OF BELIEF (GOSTICK & ELTON, 2012) BY TAPPING INTO INDIVIDUAL STRENGTHS/TALENTS AND PROVIDING THE AUTONOMY TO FOSTER INTERNAL MOTIVATION

1.1.3. NAVIGATING THE POLITICAL FRAME THROUGH SHIELDS (2012) TRANSFORMATIVE LEADERSHIP FRAMEWORK: UTILIZING TRANSACTIONAL LEADERSHIP TO CREATE MUTUAL AGREEMENTS, TRANSFORMATIVE LEADERSHIP TO CREATE A MORE EFFICIENT ORGANIZATION, AND TRANSFORMATIONAL LEADERSHIP TO CONFRONT INSTITUTIONAL INEQUITY

1.2. NAVIGATING & REFRAMING CULTURE

1.2.1. CONFRONTING LONG ESTABLISHED CULTURAL PRACTICES THROUGH KOTTER'S (2012) EIGHT-STAGE PROCESS FOR LEADING CHANGE WITH A FOCUS ON THE PEOPLE WITHIN MY SPHERE OF INFLUENCE

1.2.2. PROVIDING PEOPLE OWNERSHIP OF THE CHANGE PROCESS THROUGH INCREASED AUTONOMY, MASTERY AND PURSUIT OF PURPOSE IN CONTRIBUTING TO THE NEW VISION (PINK, 2009)

1.3. TRANSFORMATIVE LEADERSHIP

1.3.1. APPROACHING RELATIONSHIPS THROUGH HIGH-INTEGRITY POLITICAL TACTICS (BRANDON & SELDMAN, 2004) WHERE I AM MINDFUL OF POLITICAL POWER, HIERARCHY AND RELATIONSHIPS AND USE RELATIONSHIP LEVERAGE TO PUSH MY IDEAS FOR CHANGE

2. INTRAPERSONAL SKILLS

2.1. SELF REFLECTION

2.1.1. TAKING THE TIME TO PAUSE FOR GROWTH IN ORDER TO REGAIN BALANCE, GET GROUNDED AND FEEL CENTERED (CASHMAN, 2012) IN ORDER TO ENGAGE IN DEEP REFLECTION BEFORE DECISION-MAKING

2.2. MINDSET

2.2.1. CONTINUOUSLY ASSESS PRESENT THINKING THROUGH QUESTION THINKING TO FACILITATE LEARNER LISTENING (ADAMS, 2009) AND AVOID THE JUDGER MINDSET WHEN CONFRONTED WITH CHALLENGES, EITHER AT THE INDIVIDUAL LEVEL OR ORGANIZATIONAL

2.2.2. APPROACHING MY WORK AND THE WORK OF OTHERS THROUGH A GROWTH MINDSET (DWECK,, 2006) ESPECIALLY DURING TIMES OF SLOW OR NO PROGRESS

2.3. LEADERSHIP LEGACY

2.3.1. ENGAGING IN LEGACY THINKING IN ORDER TO INTENTIONALLY SHAPE MY APPROACH TO WORK AND LIFE, AND THE IMPACT OF MY LEGACY ON THE ORGANIZATION AND THOSE WITHIN IT (GALFORD & MARUCA, 2006)

3. LEADING CHANGE REQUIRES AN INSIDE-OUT APPROACH TO LEADERSHIP. EFFECTIVE LEADERS OR CHANGE AGENTS MUST UTILIZE BOTH INTERPERSONAL AND INTERPERSONAL INTELLIGENCE TO NAVIGATE CHANGE.

4. CHANGE AGENTS MUST ACT WITH INTENTIONALITY IN FACILITATING WHOLE SYSTEM REFORM. THE PROCESS IS BUILT ON HAVING A CLEAR VISION AND LEARNER OR GROWTH MINDSET (INTRAPERSONAL), WHILE ALSO HAVING THE ABILITY TO LEAD CHANGE BY ENGAGING PEOPLE (INTERPERSONAL).