NASIG 2020 keynote session.

1. Mapping Domain Knowledge for
Leading and Managing Change
Janetta Waterhouse
University at Albany
June 2020

8. Domain Knowledge
• Our domain is library services
• Technical services
• Acquisitions
• Serials
• Cataloging
• Electronic resources

9. What does it take to be successful
• As a leader
• You don’t have to be a manager to be a leader
• As a change agent
• As a project manager

10. General and Domain Knowledge
• Management
• Leadership
• Change Management
• Project Management

11. Mapping Domain Knowledge
Leadership, Change Management, Project Management

12. Management
• Communication
• Active listening
• Time management
• Productivity
• Team building
• Diversity, equity,
inclusion
• Performance
management
• Process management

13. • All of it
• Performance Management is essential
• It’s not about being nice versus not nice
• Giving feedback is necessary
• And it gets easier the more you do it
Do Your Job

14. Don’t Shirk the Dirty Work
“Every boss must do things that upset and hurt people. If you are
the boss, it is your job to issue reprimands, fire people, deny budget
requests, transfer employees to jobs they don’t want, and
implement mergers, layoffs, and shutdowns. If you can’t or won’t
perform such unpleasant chores, perhaps you shouldn’t be the boss.
Or, if you still want the job, you better recruit someone else to do
your dirty work.”
Good Boss, Bad Boss, chapter 7, by Robert Sutton

15. Be prepared
• Understand the difference between performance problems and
disciplinary issues
• Use your human resources performance evaluation process
• Make sure the position description and related skill, behavioral, and
supervisory competencies are clearly defined
• Make sure personnel within your unit or project understand the
expectations
• Know your human resources progressive discipline process

16. Change Management
• A collective term for all approaches to
prepare, support, and help individuals,
teams, and organizations in making
organizational change. Wikipedia
• An approach to transitioning individuals,
teams, and organizations to a desired
future state
• “Globalization and constant innovation of
technology result in a constantly evolving
business environment”
• From Architecting Enterprise: Managing Innovation, Technology,
and Global Competitiveness by Rajagopal

17. Kotter’s Eight Step Process
• Create a sense of urgency
• Build a powerful guiding coalition
• Form a strategic vision and initiatives
• Enlist a volunteer army
• Enable action by removing barriers
• Generate short-term wins
• Sustain acceleration
• Institute change
• From https://www.kotterinc.com/8-steps-process-for-leading-change/
• See also Leading Change: Why Transformation Efforts Fail by John Kotter.
Harvard Business Review, January 2007

18. Kubler-Ross Change Curve
• A model that focuses on the
emotional responses of the
people affected by change
• People will move through
the process in various ways
at various times
https://visibleprocrastinations.wordpress.com
http://en.wikipedia.org/wiki/Change_management

19. Lewin’s Change Model
• Three stages of change
• Unfreeze – prepare the organization
to accept necessary change; this is
usually the most difficult and stressful
part of the process
• Change – begin to resolve uncertainty
and look for new ways to do things;
Time and communication are the two
keys to the changes occurring
successfully
• Refreeze – afterward, when people
have embraced the new ways of
working, internalize changes;
celebrate success of the change
• https://www.mindtools.com/pages/article/newPPM_94.htm

20. Dimensions of Change
• Drivers
• Internal, external
• Types
• Organizational, technological, cultural
• Levels
• Incremental, transformational

21. Levels of Change
First Order Change
• Also known as incremental,
continuous, or adaptive change
• Defined by adjustments in
systems or processes to
maintain and develop an
organization or unit
Second Order Change
• Also known as transformational
change
• Defined by radical change that
fundamentally and permanently
alters the nature of the
organization, unit, or person
http://sites.psu.edu/myaple/2015/06/26/transformational-change-wf-ed-884-
lesson-7/http://thesocialworkexam.com/tag/human-growth-and-development

22. Implementation Differences
Incremental Change
• The destination is known
• Steps to get there are known
and can be determined in
advance
• Improves or adapts rather than
creates new
Transformational Change
• Exact destination is unknown
• Change strategy employed but
change process emerges over
time
• Alters leadership and culture in
significant way
https://www.pinterest.com/pin/201817627022555543/
http://ztbigtrip.blogspot.com/2013/06/a-week-in-norway.html

23. • A common reason people resist change is that the
expertise they have built is being set aside
• They will learn new skills
• But they are also likely to make mistakes
• If your organization has a culture of perfection, let
people know it’s OK to take risks
Risk Tolerance

24. Leadership
• Getting work done through other people;
motivating others to accomplish work directed
toward a goal
• According to Kotter: “…more change demands
more leadership, which places managers in more
complex webs of interaction”
• According to DuBrin: leadership can be expressed
as a formula
L = f(l, gm, s)
where leadership is a function of the leader (l),
group members (gm), and other situational
variables (s)

25. Leadership Theories/ Schools
(from Muller and Turner)
• Trait – effective leaders are born, not made
• Behavior – effective leaders adopt certain styles or behaviors;
leadership skills can be developed
• Task-oriented – accomplishment of shared objectives
• Relationship-oriented – increasing coordinated engagement of the team
members (Behrendt, Matz, and Goritz)
• Contingency – what makes an effective leader depends on the
situation
• Visionary/charismatic
• Transactional – concern for process
• Transformational – concern for relationships

26. Leadership Theories/ Schools
(from Muller and Turner)
• Emotional Intelligence
• What differentiates leaders is their emotional response to situations
• Emotional Intelligence has a greater impact on performance than intellect
• Competency
• Effective leaders exhibit certain competencies, including traits, behaviors and
styles
• Different profiles of competence are better in different situations

27. Variations on Leadership Theories
• Authentic leadership
• Complexity theory of leadership
• Adaptive leadership
• Servant-based leadership
• Participative leadership
• Strengths-based leadership

28. • When we move up from technical areas, we may think
we should have all the answers
• What’s more important is to know that the answer is
in the room
• You must get the right people together
• You must make sure everyone gets the chance to talk
and is heard
The Answer is in
the Room

29. Images of Change Leadership
(from Palmer, Dunford, and Buchanan)
• Change manager as director – management choice, command and control
• Change manager as navigator – plan with care, but expect he unexpected
• Change manager as caretaker – accept the force of external context factors
and adapt as necessary
• Change manager as coach – shape systemic capabilities – values, skills,
drills –to respond effectively to change
• Change manager as interpreter – managing meaning through
interpretations that explain and convey understanding to others
• Change manager as nurturer – develop resilience, encourage involvement,
continuous learning, and self-organizing

30. Competencies
Management, Leadership, Emotional Intelligence, Social Intelligence

31. Management Competencies (from Yukl)
• Supervising
• Planning and organizing
• Decision making
• Monitoring indicators
• Controlling
• Representing
• Coordinating
• Consulting
• Administering
https://www.toppr.com/guides/business-studies/principles-of-
management/concept-of-principles-of-management/

32. Leadership Competencies
(from Muller and Turner)
• Emotional competencies
• Motivation
• Conscientiousness
• Sensitivity
• Influence
• Self-awareness
• Emotional
• Managerial competencies
• Managing resources
• Engaging communication
• Developing
• Empowering
• Achieving
• Intellectual competencies
• Strategic perspective
• Vision and imagination
• Critical analysis and judgement

33. • Concerns are all of the things
a person is interested in, both
personal and professional
• The circle of influence
represents the concerns that
we can actually do something
about
• Know the difference!
A Note on
Influence
From The 7 Habits of Highly Effective People by Stephen Covey

34. Emotional Intelligence
• Term defined in 1960’s by Beldoch, made popular in 1990’s by Daniel
Goleman
• Defined: the capability of individuals to recognize their own emotions
and those of others, discern between different feelings and label
them appropriately, use emotional information to guide thinking and
behavior, and manage and/or adjust emotions to adapt to
environments or achieve one's goal(s) (Wikipedia)

35. Components of Emotional Intelligence
Self Management
• Self awareness
• Self regulation
• Motivation
Relationship Management
• Empathy
• Social skill

36. Components of Emotional Intelligence
(Goleman; Bradberry and Greaves)
• Self awareness – the ability to recognize and understand your moods,
emotions, and drives, as well as their effect on others
• Self regulation – the ability to control or redirect disruptive impulses and
moods; the propensity to suspend judgment – to think before acting
• Motivation – a passion to work for reasons that go beyond money or
status; a propensity to pursue goals with energy and persistence
• Empathy – the ability to understand the emotional makeup of other
people; skill in treating people according to their emotional reactions
• Social skills – a proficiency in managing relationships and building
networks; an ability to find common ground and build rapport

37. Shaw’s 9 Components of Emotional Competence
• Ability to deal constructively with reality
• Ability to adapt to change
• Relative freedom from excessive anxiety or tension
• Ability to find satisfaction in both giving and receiving
• Ability to form and maintain close relationships
• Wisdom to differentiate between the impossible and the possible
• Skill to redirect hostile energy into constructive outlets
• Ability to love yourself and others
• Willingness to self-evaluate

38. Goleman’s Leadership Styles
• Coercive
• Authoritative
• Affiliative
• Democratic
• Pacesetting
• Coaching
• “The more styles a leader has
mastered, the better. In
particular, being able to switch
among the authoritative,
affiliative, democratic, and
coaching styles as conditions
dictate creates the best
organizational climate and
optimizes business
performance”

39. Social Intelligence
• The capacity to know oneself
and to know others Wikipedia
• Important for effective teams:
Good teams succeed because of
how they treat each other
• Smarter, Faster, Better by Charles Duhigg
• Social intelligence test:
http://socialintelligence.labinthe
wild.org/mite/

40. • Sadness is reflecting back on something that is gone
• Worry is looking forward to something may go wrong
• When people come to you with these types of issues,
bring them back to now
• Focus on what you can change
Be Here Now

41. Project Management
• “Temporary endeavor undertaken to
create a unique product, service, or
result”
Guide to the PMBOK
• Multiple approaches
• Traditional waterfall, agile, hybrid
• Triple Constraint
• Scope, Time, Cost

42. PM Processes
Process Groups
• Initiating
• Planning
• Executing
• Monitoring & Controlling
• Closing
Knowledge Areas
• Integration
• Scope
• Time
• Cost
• Quality
• Human Resources
• Communication
• Risk
• Procurement
• Stakeholder

43. Levels of Management
• Project management – tools and techniques for single projects
• Program management – “…a group of related projects, subprograms,
and program activities managed in a coordinated way to obtain
benefits not available from managing them individually.”
• Portfolio management – “A portfolio refers to projects, programs,
subportfolios, and operations managed as a group to achieve
strategic objectives. The projects or programs of the portfolio may
not necessarily be interdependent or directly related.”
Guide to the PMBOK, 5th Edition

45. Communication

46. • Conflict in a natural part of life
• It can be managed in a healthy way
• It should not be the case that the most emotional
person gets his or her way
Rethink Conflict

47. Common Perception of Conflict
•Conflict
Avoidance Confrontation

48. Ideal Process of Managing Conflict
•Conflict
Negotiation

49. Communication Channels
• Push – send information to people (email
distribution lists)
• Pull – provide a place for people to find
information (wiki, staff intranet, online guide)
• Interactive – in-person meetings, a chance for
people to hear and interact

50. Communicating Change (Palmer, Dunford, and Buchanon)
• Convince top management that communication is important
• Build alliances across the organization
• Recognize that no one method will be effective, mix methods and use all available
channels
• Target communication to the audience and message
• Respect diversity and vary approaches
• Ensure consistent messaging, over time and between audiences
• Keep messages clear and simple
• Train managers in communication skills
• Ensure the people can give feedback without discomfort
• Build communication into the planning
• Review communication in order to make improvements

51. Communicating Change
(from Palmer, Dunford, and Buchanan)
• Resistance to Change
• There are many reasons people
may not be interested in change
• Some may be based on past
experience
• Some may seem unlikely or
irrational
• The key is to listen and translate
• Attraction Strategies
• There are many suggestions you
can use to encourage participation
in change efforts
• Empathy and communication go a
long way
• Remember that people won’t
often know how to identify the
real problem

52. Resistance to Change
(from Palmer, Dunford, and Buchanan)
• Innate dislike of change
• Low tolerance of uncertainty
• “This is not in my interests”
• Attachment to organization culture and identity
• Perceived breach of psychological contract
• Lack of conviction that change is necessary
• Lack of clarity as to what is expected

53. Resistance to Change
(from Palmer, Dunford, and Buchanan)
• Belief that the proposed changes are inappropriate
• Perception that the timing is wrong
• Too much change
• Cumulative effects of other life changes
• Perceived ethical conflict
• Legacy of past changes
• Disagreement with how change is managed

54. Attraction Strategies
(from Palmer, Dunford, and Buchanan)
• Allow room for participation in the planning of the change
• Leave choices within the overall decision to change
• Provide a clear picture of the change, a “vision” with details about the new
state
• Share information about change plans to the fullest extent possible
• Divide a big change into manageable and familiar steps; let people take a
small step first
• Minimize surprises; give people advance warning about new requirements
• Allow for digestion of change requests- a chance to become accustomed to
the idea of change before making a commitment

55. Attraction Strategies
(from Palmer, Dunford, and Buchanan)
• Repeatedly demonstrate your own commitment to the change
• Make standards and requirements clear – tell exactly what is expected of people
in the change
• Offer positive reinforcement for competence; let people know they can do it
• Look for and reward pioneers, innovators and early success to serve as models
• Help people find or feel compensated for the extra time and energy change
requires
• Avoid creating obvious “losers” from the change; if there are some, be honest
with them early on
• Allow expressions of nostalgia and grief for the past, then create excitement
about the future

56. Variables of Complex Change

57. • Getting buy in is important
• But at some point you may need to just take action
• Understant the emotion – cognition – behavior
connection
• Consider working backwards
Take Action

58. Develop Skills for Change
• Work on your emotional intelligence
• Understand your leadership style
• Develop your leadership behaviors, competencies & know when to use
different competencies
• Make your own peace with change
• Be here now
• Identify change resistance or variables in others
• Have positive change narratives
• Recognize even the smallest change
• Communicate appropriately for the individual or issue

59. How Do You Want to be
Remembered?

60. Resources
• John P. Kotter on What Leaders Really Do by John Kotter
• Leadership in Organizations by Gary Yukl
• Managing Organizational Change by Palmer, Dunford and Buchanan
• Emotional Intelligence 2.0 by Bradberry and Greaves
• Smarter, Faster, Better by Charles Duhigg
• Matching the Project Manager’s Leadership Style to Project Type by Muller and Turner
• What Makes a Leader? By Daniel Goleman
• Leadership That Gets Results by Daniel Goleman
• The Intentional Leader by Kenneth A. Shaw
• Good Boss, Bad Boss by Robert Sutton
• A Guide to the Project Management Body of Knowledge (PMBOK), Project Management Institute
• Architecting Enterprise: Managing Innovation, Technology, and Global Competitiveness by
Rajagopal