Change Management Excellence: Using the Five Intelligences for Successful Organizational Change

by Sarah Cook, Steve Macaulay, Hilary Coldicott

* Includes international case studies * Includes a practical checklist of actions * Ideal for managers, consultants and students Businesses need to continually innovate if they are to remain competitive. Applying the ""compass of intelligences"" model for describing change management -- BI (Business Intelligence), EI (Emotional Intelligence), SQ (Spiritual Intelligence) and PQ (Political Intelligence) -- this book provides practical guidance on how to navigate change in an organization, focusing on the essential elements of change management.

224 pages, Paperback

First published September 1, 2004

Reviews

[Danijela Jerković · Rating 5 out of 5]

The Thoughts and Notes on Change Management Excellence...


Change Management...

“Change is the only constant in life.”
~Heraclitus, a Greek philosopher


In recent years change in the business environment has become a way of life. Advancements in technology, the pace of competition, globalization, the need to control cost and increase efficiency coupled with increasing customer expectations mean that organizations have to evolve and regenerate in order to survive.

Gone are the days when individuals could expect to work in the same business, under the same ownership, with the same people, and the same customer base for the whole of their career.


Change now is a way of life!


Change leadership can no longer be confined to a figurehead at the top of the organization who drives change forward.

In today’s changing environment anyone who influences others has the capacity, through the active use of their intellects or types of intelligence, to become a transformational leader.


In most organizations today, people with responsibility for others need to develop their ability to lead others towards future organizational goals.


Likewise in the business environment, managers throughout an organization need the ability to navigate the sea of change.


The change leadership compass outlines the leadership qualities needed to manage change successfully.

The four axes of the compass:

1: business intelligence (BQ), which drives the context for change and provides the rationale for
change;

2: political intelligence (PQ), which helps leaders identify the stakeholders in change and how to
influence them appropriately;

3: spiritual intelligence (SQ), which provides the inner drive for change and manifests itself in the
vision and values of an organization going forward;

4: emotional intelligence (EQ), which supports change in oneself and others by recognizing
reactions to change and creating an environment where others feel motivated to follow.


Leaders during change are like the captain of a ship.
They may have a map of the seas they sail and they may know their intended destination but they must rely on their compass to navigate a pathway. They must be prepared for all eventualities: squally weather, foreign ports, truculent crew, uncharted waters, and attacks by pirates.


Everyone thinks of changing the world, but no one thinks of changing himself.
~Leo Tolstoy



1: The change leadership compass...

“To improve is to change; to be perfect is to change often.”
~Winston Churchill

• What is the change compass?
• What are the leadership qualities needed to manage change successfully?
• How strong are your change management skills?
• How can you develop these qualities?


BQ, SQ, PQ, and EQ add up to the qualities that leaders need to drive change:

• BQ provides the rationale for change, the sound business case for moving forward, the credible
drive and inspiration to others.

• SQ provides the sense of purpose and the self-belief that leaders need in order to be steadfast in
change.

• PQ promotes understanding of stakeholders’ issues and concerns, networking, and buy-in for
change.

• EQ engenders positive relationships. It provides nurturing qualities and creates a positive team
spirit.



We have the potential to use all points of the change leadership compass in order successfully to lead change.

The first step is recognizing the need to develop each area fully.
The chances are that you are well practiced in using the areas at work where you scored highest. The challenge is to raise your comfort levels with the points of the compass where you scored lowest. You can do this by learning skills, attitudes, and approaches and then through practice, starting with easier activities and building up to harder ones.



2: Introduction to business intelligence (BQ)...

“The secret of change is to focus all of your energy not on fighting the old, but on building the new”
~Socrates


BQ is the intelligence needed to scan the business environment and make decisions to shape the future direction of the organization.

• What is BQ?
• How is BQ useful in introducing change?
• Failures in change management and how these can be avoided.


BQ is key in a business environment where all the rules are being rewritten.

BQ helps initiate and drive organizational change.

BQ involves:

• anticipating the future;
• creating dissatisfaction with the present;
• mapping a path to the future.


3: Developing BQ...

“Since we cannot change reality, let us change the eyes which see reality.”
~Nikos Kazantzakis

Introduction into:
• an assessment to help you rate your BQ;
• steps you can take to increase your business awareness;
• a framework for developing your BQ in relation to change.

BQ involves the skills of audit, analysis, and decision making.


4: Auditing the external and internal environment...

"Change before you have to."
~Jack Welch


Organizations are impacted by two sets of external factors: the macro and microenvironment.

The far or macro environment relates to the following influences (with the acronym PESTEL):

• political;
• economic;
• socio-cultural;
• technological;
• environmental;
• legal.

These influences may impact your business, now or in the future.


Forces nearer to home that influence change are:

• customers;
• competitors;
• suppliers;
• other stakeholders.


The Seven S's diagnostic framework, developed by management consultants McKinsey, provides a useful perspective with which to assess the culture and effectiveness of an organization.

The Seven Ss are:

• 1. Structure.
• 2. Strategy.
• 3. Shared values.
• 4. Style.
• 5. Staff.
• 6. Skills.
• 7. Systems



5: Strategic analysis...

“If you can’t fly, then run. If you can’t run, then walk. If you can’t walk, then crawl. But whatever you do, you have to keep moving forward”
~Martin Luther King Jr.


Introduction into:

• methods for analyzing the results of the external and internal audit;
• how to generate strategic options for change.


Having established the vision, values, and goals of the organization, together with measures of success, the change leader and his or her team need to develop a strategy for achieving these. There are various options that lead to differentiation in the marketplace and hence competitive advantage.

Communicating vision, values, goals and strategy is a fundamental necessity to starting the change program.


6: Implementing change...

“The price of doing the same old thing is far higher than the price of change.”
~Bill Clinton


’Words are words, promises are promises but only performance is reality.’
Harold Geneen of ITT


Discussion on implementation and project management techniques that will help increasement of the BQ in the areas of:

• planning for change implementation;
• risk assessment;
• effectively project managing the change process.


Managing change can be described as consisting of four phases:

• set up;
• kick off;
• delivery;
• review.


7: What is spiritual intelligence (SQ)?

“Things don’t have to change the world to be important”
~Steve Jobs

• What is SQ?
• How can SQ help in times of change?
• How do you identify SQ and how do you develop it?
• Creating your personal vision.
• Creating your personal values.
• Creating organizational vision and values and the behaviours that bring the values to life


Our understanding of SQ and application of it depends upon our own personal values, our motivation to explore this territory, our own level of self-awareness and our ability and willingness to ‘let go’.

SQ at work is embodied in the display of values such as integrity, honesty, responsibility, compassion, respect and courage. It is often about exploring questions rather than having answers and allows us to feel comfortable with uncertainty and inconsistency.

SQ is the intelligence that allows our EQ, PQ, and BQ to function effectively. It is the intelligence that allows us to approach issues intuitively and helps us to assess and make the choice that is right or more significant than any other

Being is about demonstrating your true self, allowing your identity and purpose to shine through in a way that is attractive and potentially inspiring for others.


People with strong SQ look after the whole self – the mind, the body, and the soul. This can explain the growing need and popularity of alternative therapies and activities such as meditation, hypnotherapy, aromatherapy, reiki, and yoga. It is an indication of our realization that the whole self needs to be cared for and congruent in order for us to give our best from ourselves.

Knowing, doing, being...

SQ is the place we go to in our minds where we attain clarity of thought, where there are no
interruptions and where rational thinking is not invited.

SQ allows us to rise above our ego and overcome the self-centredness and ambition that goes
with that and exchange it for a deeper understanding of oneself, a stronger sense of meaning and purpose and a more courageous approach to everything we do.

Some pointers on criteria for high SQ:

• Be flexible.
• Be self-aware.
• Have a vision and be led by your values.
• Learn from experience of adversity.
• Look for connections.
• Value diversity.
• Stand up for what you believe in.
• Question and reframe a problem.
• Don’t let position or status go to your head


‘A leader is someone who has a philosophy, has thought it out and tested it. Key to leadership is not hiding areas of weakness but showing humility’.
~ Jennifer Schramm


In times of change, in particular, exercising SQ and creating meaning and purpose for people will:

• allow them to understand how they are contributing to the greater good;
• help them buy into the change;
• help them promote the change;
• potentially increase the likelihood of meeting their esteem needs and self-actualization needs.

“The knowledge of the Spirit is the true secret of creativity, leadership and happiness. It is spiritual intelligence that makes an ordinary person a genius. When a genius loses his spiritual intelligence, he becomes quite ordinary.”
~ Awdhesh Singh


8: How SQ can help in times of change...

“Don’t be afraid to give up the good to go for the great.”
~ John D. Rockefeller


To survive in modern times a company must have an organizational structure that accepts change as its basic premise, lets tribal customs thrive, and fosters a power that is derived from respect, not rules. In other words, successful companies will be the ones that put the quality of work first. Do this and the best–quality product, the productivity of workers, and profits for all will follow.


9: Identifying and developing SQ...

“Change in all things is sweet.”
~Aristotle

There is a belief that if SQ becomes the norm, organizations will achieve such benefits as:

• a sense of relevance and purpose to people’s lives;
• a better work ethic and work/life balance;
• greater respect for diversity;
• lower stress;
• less ego, conflict, and gossip;
• less inappropriate competitiveness;
• more mentoring and supportiveness;
• higher levels of creativity and innovation;
• lower levels of fraud and theft;
• better respect for and conservation of resources.


People are becoming curious about many different approaches to finding their purpose and meaning, exploring different religions, meditation or hypnosis.

People with high levels of SQ are often good learners. They are not afraid to take a stand, they are in touch with themselves and comfortable with who they are. This intelligence is a form of liberation which allows people to break away from unnecessary organizational constraints and habits.

Aspects of SQ:
1: acceptance,
2: self-identity and
3: purpose and values.


10: Creating your personal vision

“Not everything that is faced can be changed, but nothing can be changed until it is faced.”
~James Baldwin

A vision is the picture of a future state that is sufficiently compelling to inspire the individual to work towards achieving this state.

Identifying your purpose and vision is a great step towards personal understanding and acceptance. By understanding your personal vision and accepting it you can devise a plan of how to live it out. This in turn will create inner happiness and satisfaction which you and others can benefit
from. It will ultimately allow you to develop your SQ because without this knowledge it will be impossible for your life to be congruent.

By knowing your direction you will be able to align your beliefs, values, and behaviors.


11: Creating your personal values

“Just take any step, whether small or large. And then another and repeat day after day. It may take months, maybe years, but the path to success will become clear”
~Aaron Ross


12: Creating organizational vision and values and bringing them to life

“There is nothing permanent except change.”
~Heraclitus

Having a clear organizational vision and a set of values benefits the organization in the same way as it does individuals. The organizational vision and values are the SQ of the organization.

Values are the guiding principles of the organization. If values are embedded in the organization,
they allow all other systems, processes, and behaviors to fit together in the organization.

Organizational values show customers, employees, and other stakeholders how that organization intends to operate on a daily basis. Values are a set of expectations we have of ourselves and of others. The values state what is important for the organization. This solid foundation is essential to keep things congruent during change.


13: An introduction to political intelligence (PQ)

As the world business climate changes, the rules of the competitive race are being rewritten. The effect is to make people and relationships more than ever key to sustainable success. Only through deepened relationships with –and between – employees, customers, suppliers, investors, and the community will companies anticipate, innovate and adapt fast enough, while maintaining
public confidence.
~Tomorrow’s Company


Political intelligence in the context of change is not about parliamentary politics or elections, rather the focus is on politics at work.

PQ is about working with integrity towards the common good of the organization, rather than for personal gain. It is not about the abuse of personal power. In order to be politically intelligent individuals need to recognize the power bases and sources of influence that they possess as well
as those others possess. Their negotiation skills need to be well developed.

PQ involves:

• being aware of power bases;
• understanding sources of power;
• recognizing levers of influence during change;
• developing strategies for influence;
• gaining buy-in from stakeholders.


Politics can have a positive impact during change.
It can create:

• a shared understanding of the need for change;
• a common sense of purpose;
• acknowledgment of the difficulties of change;
• disagreement aired openly and seen as positive;
• debate sharpening the quality of decision making;
• recognition of winners and losers during change;
• understanding of vested interests – who will help and who will hinder during change
• feedback and recognition of the impact of change;
• change agents who influence others positively to accept change;
• experimentation and testing;
• win–win outcomes.


14: Increasing your PQ...

In any transition, change impacts people. These people who have a ‘stake’ and are affected by the change, influence to a great extent the effective implementation of the change.

In order to be politically aware, individuals need to openly recognize who will be affected by the change, who are the winners and the losers, who may help the change process, and who may hinder it. Having identified people’s positions it is then possible to take action to influence others in a positive manner.


15: Influencing others during change...

“In order to design a future of positive change, we must first become experts at changing our minds.”
~Jacque Fresco


16: Influence strategies during change...

“You build on failure. You use it as a stepping stone. Close the door on the past. You don't try to forget the mistakes, but you don't dwell on it. You don't let it have any of your energy, or any of your time, or any of your space.”
~Johnny Cash


17: What is EQ and how can it help during change?

“Every great dream begins with a dreamer. Always remember, you have within you the strength, the patience, and the passion to reach for the stars to change the world.”
~Harriet Tubman


To laugh often and much; to win the respect of intelligent people and the affection of children; to earn the appreciation of honest critics and endure the betrayal of false friends; to appreciate beauty, to find the best in others; to leave the world a little better; whether by a healthy child, a garden patch or a redeemed social condition; to know even one life has breathed easier because you have lived. ]
This is the meaning of success.
~Ralph Waldo Emerson

Emotions are the driving force behind all human behavior.


True intelligence is having the capacity to balance information from the emotional side of the brain as well as the rational side of the brain and deal with that information appropriately.


18: Assessing your EQ...

“There is no separation of mind and emotions; emotions, thinking, and learning are all linked.”
~ Eric Jensen


19: How to increase your self-awareness...

“Use pain as a stepping stone, not a campground.”
~ Alan Cohen

Many would argue that self-awareness is a critical foundation of EQ because specific awareness is the first stage of change. If we cannot recognize how we are feeling, how we are behaving and the impact of these on others, then we are at risk of behaving in ways that will turn people off. Coping with ongoing change means we need to keep up with what we are feeling and experiencing at all times.


20: How to increase your self-confidence...

“What really matters for success, character, happiness, and lifelong achievements is a definite set of emotional skills – your EQ — not just purely cognitive abilities that are measured by conventional IQ tests.”
~ Daniel Goleman

...
...
...

“The measure of intelligence is the ability to change”
~Albert Einstein

[Saut Situmorang · Rating 5 out of 5]

I Read this book for my Dissertation

[Bruce Flanagan · Rating 4 out of 5]

Useful