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     KEYZINE: An e-zine for LEADERS:
   ABOUT THE PEOPLE PART OF BUSINESS
             Volume 4, July 12, 2001
    Publisher: © Key Associates, LLC, 2001
           http://www.mkkey.com

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IN THIS ISSUE (the theme is CHANGE):

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"People don't resist change, they resist being changed."
                            -Peter  Sholtes, The Team Handbook

"Be the change you wish to see in others."
                                                    -Mahatma Gandhi

"You miss 100% of the shots you never take."
                                                    -Wayne  Gretsky

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WHAT'S HOT IN LEADERSHIP
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Consensus-building.  Pulling the disparate parts of
your organization together through constructive 
conversation and working through differences.

Mapping the informal vs. the structural organization.  
Which do you listen to?  The way the organization really
works or how it looks on paper, as an org. chart?

Understanding that you can never control an 
organization.  It runs itself. At best, you can hope 
to influence it in a positive direction.  Distribute
leadership.

"Swarmware"-management processes that explore
growth through experimentation, autonomy, openness,
intuition and working at the edge of knowledge, 
in contrast to "clockware," which manages core
production processes as if they were part of a machine
(Kevin Kelly in Edgeware Cited below).

"Both-and" thinking instead of "either-or."  Holding
all possibilities as you work out the best pattern for
this situation.  That, too, is tentative until you learn 
more.

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FREQUENTLY ASKED QUESTIONS
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How do we sustain change, once we've launched 
an initiative?  Keep it in the conversation. Beat the 
jungle drum of the informal organization. Too often, 
we conduct a retreat or a planning session and 
fail to follow it up with constant mention and attention.

I am not the visionary type.  How do I create one?
We do it with a room full of representatives from every 
facet of the organization (see Search Conference).  But
we find that most leaders get worried about a "good-
enough vision."  Organizations need a general sense of
direction and  lighted pathway for the next few steps.  Then
their creativity is optimized in addressing the "new" 
that comes up.  But Leadership is really about making 
the vision happen--"vision acts."

When leading change, am I better off leading the
leaders or dealing with the skeptics?  Most change
practitioners will tell you to learn from the resisters and 
keep their thinking out in the open: you may get clues about  
what you're doing wrong.  But more important, stay with 
the early adopters.  In all cases, a PULL strategy will work 
better that a PUSH one.

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MEETINGS AND COURSES 
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Appreciative Inquiry: Accelerating Positive Change
is convening September 30-October 1, 2001 in
Baltimore, MD.  Enroll at www.pegasuscom.com/ai. 

Customized knowledge maps, plus some interesting
clips on engaging employees' minds in the business,
www.appliedlearninglabs.com.

The Institute for Applied Behavioral Science/NTL has long 
been a pioneer in courses dealing with leadership and 
change, www.ntl.org .

Key Associates offers onsite courses in numerous topics,
including The New Leadership, which encompasses 
modules on coaching, motivation and the human spirit, 
trust and integrity, systems thinking, visionary planning,
working with cultures, teaching and learning, new methods
of communication, developing teamness, managing conflict, 
leading change, renewing your own spirit, and celebration.
See www.mkkey.com.

Here are some of the principles from Key (1999), which
are taught in the Leadership course:

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USEFUL WEBSITES & NEWSLETTERS
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Check out the Employees' Survival Guide, best practices
in 254 companies and a library of books and articles on
change management, www.change-management.org.

Self-study materials, training and a newsletter, New
Zealand style, www.changesolutions.co.nz.

Full-text articles, interviews, other websites,
www.managementfirst.com/experts/change.htm  
and more articles at
www.bpubs.com/Management_Science/Change_Management.

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ARTICLES/PUBLICATIONS
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Beckhard, Richard & Pritchard, Wendy. Changing the 
Essence: The Art of Creating and Leading Fundamental 
Change in Organizations. San Francisco: Jossey-Bass, 1992.

Belasco, James. Teaching the Elephant to Dance. 
New York: Crown, 1990.

Bridges, William. Transitions: Making Sense of Life’s 
Changes. Reading, MA: Addison-Wesley, 1980.

Depree, Max. Leadership Jazz. New York: 
Doubleday, 1992, 140-150.

Journal of Organizational Change Management-
all issues.

Kanter, Rosabeth Moss. The Change Masters. 
New York: Touchstone, 1993.

Kelly, Marjorie. Taming the Demons of Change. 
Business Ethics, July-August, 1993, 6-7.

Key, M. K. (Ed.) Managing Change in Healthcare:
Innovative Solutions for People-based Organizations. 
Chicago: McGraw-Hill, 1999.

Kilmann, Ralph H. Beyond the Quick Fix. San Francisco: 
Jossey-bass, 1988.

Kirkpatrick, Don L. How to Manage Change Effectively. 
San Francisco: Jossey-Bass, 1990.

Kotter, John P. Leading Change. Boston: HBR Press, 1996.

Kouzes, James M. & Posner, Barry Z. The Leadership 
Challenge. San Francisco: Jossey-bass, 1990.

Martin, Roger. Changing the Mind of the Corporation. 
Harvard Business Review, November – December, 1993, 
81-94. (See also articles by Goss et al., Duck, Prokesch, 
and Hall et al. in the same issue).

Oakley, Ed & Krug, Doug. Enlightened Leadership.
Denver: Stonetree, 1993.

Rees, Fran, How to Lead Work Teams. (Chapter 4). 
San Diego: Pfeiffer & Company, 1991.

Schein, Edgar. Organizational Culture and Leadership: 
A Dynamic View. San Francisco: Jossey-Bass, 1985.

Scott, Cynthia D. & Jaffe, Dennis T. Managing 
Organizational Change, Menlo Park: Crisp, 1989.

Tichy, Noel M. Managing Strategic Change. New York:
John Wiley, 1983.

Tichy, Noel M. & Devanna, Mary A. The Transformational 
Leader. New York: John Wiley, 1986.

Watzlawick, Paul; Weakland, John H., & Fisch, Richard. 
Change: Principles of Problem Formation and Problem 
Resolution. New York: W. W. Norton, 1974.

Woodcock, Mike & Francis, Dave. Training Activities 
for Creating and Managing Change. Amherst, MA: HRD 
Press, 1992.

Woodward, Harry & Buchholz, Steve. AfterShock: Helping 
People Through Corporate Change. New York: John Wiley 
& Sons, Inc., 1987.

Zimmerman, Brenda, Curt Lindberg and Paul Plsek.
Edgeware: Insights from Complexity Science. Irving, TX:
VHA, Inc., 1998.

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MAINTAINING YOURSELF AS A LEADER
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Ask yourself how you initially responded to an unexpected 
change in your life--was it with surprise, fear, grief, anger?  
Chances are good that the first response was a negative reaction.  
But it is the second or eventual response that counts
--the reframe of the loss as a gain.  In others, that initial 
response may look like resistance to change; remember that 
after their reactive phase comes the creative phase.  
This is where you can help them and yourself choose a 
response that is constructive. (See Woodward & Buckholz
above)