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476 PART 5: THE LEADER AS SOCIAL ARCHITECT
Major changes can be particularly diffi cult to implement, but leaders can
help to ensure a successful change effort by following the eight-stage model
of planned change—establish a sense of urgency; create a powerful coalition;
develop a compelling vision and strategy; communicate the vision; empower
employees to act; generate short-term wins; keep up the energy and commitment
to tackle bigger problems; and institutionalize the change in the organizational
culture. Leaders also facilitate change on a daily basis by using several everyday
change strategies, including creative self-expression, right words, right opportu-
nities, and alliance building.

Leading for innovation is a significant challenge for today’s leaders. One way
is by creating an environment that nourishes creativity in particular departments
or the entire organization. Five elements of innovative organizations are align-

ment, creative values, unofficial activity, diverse stimuli, and within-company com-
munication. These correspond to characteristics of creative individuals. Creative
people are less resistant to change. Although some people demonstrate more cre-
ativity than others, research suggests that everyone has roughly equal creative
potential. Leaders can increase individual creativity by facilitating brainstorming,
lateral thinking, and creative intuition.
Implementation is a critical aspect of any change initiative. Leaders can
understand why people resist change and how to overcome resistance. Leaders
use communication and training, participation and involvement, and—as a last
resort—coercion to overcome resistance. Leaders should recognize that change
can have negative as well as positive consequences. One of the most diffi cult situ-
ations leaders may face is downsizing. They can use techniques to help ease the
stress and hardship for employees who leave as well as maintain the morale and
trust of those who remain.

Discussion Questions

1. Of the eight stages of planned change, which one do you think leaders are most
likely to skip? Why?
2. Which of the everyday change strategies (Exhibit 15.3) would you be most comfort-
able using and why? What are some situations when a passive, private strategy such
as creative self-expression might be more effective than an active, public strategy
such as alliance building?
3. Do you think creative individuals and creative organizations have characteristics in
common? Discuss.
4. How could you increase the number of novel and useful solutions you can come up
with to solve a problem?
5. What advice would you give a leader who wants to increase innovation in her
department?
6. What are some ways leaders can overcome resistance to change?
7. Why are idea champions considered to be essential to innovation? Do you think
these people would be more important in a large organization or a small one?
Discuss.
8. Planned change is often considered ideal. Do you think unplanned change could be
effective? Discuss. Can you think of an example?
9. Is the world really changing faster today, or do people just assume so?