Question

Toolkit Exercise 8.3

Your Development as a Change Agent

Novice change leaders often picture themselves as being in the right and those that oppose them as somehow wrong. This certainty gives them energy and the will to persist in the face of such opposition. It sets up a dynamic of opposition—the more they resist, the more I must try to change them, and so I persuade them more, put more pressure on them, and perhaps resort to whatever power I have to force change.

1.      Think of a situation where someone held a different viewpoint than yours. What were your assumptions about that person? Did you believe they just didn’t get it, were wrong headed, perhaps a bit stupid?

      Or did you ask yourself, why would they hold the position they have? If you assume they are as rational and as competent as you are, why would they think as they do? Think back to Table 8.2. Are you at stage one, two, three, or four?

2.      Are you able to put yourself into the shoes of the resister? Ask yourself: What forces play on that person? What beliefs does he or she have? What criteria is he or she using to evaluate the situation?

3.      What are the implications of your self-assessment with respect to what you need to do to develop yourself as a change agent?

Answer 1

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1.      Think of a situation where someone held a different viewpoint than yours. What were your assumptions about that person? Did you believe they just didn’t get it, were wrong headed, perhaps a bit stupid?

      Or did you ask yourself, why would they hold the position they have? If you assume they are as rational and as competent as you are, why would they think as they do? Think back to Table 8.2. Are you at stage one, two, three, or four?

I am at Stage 1, Novice, when I think of a situation that someone held a different viewpoint than mine. I have believed both that they did not understand it and then I have also thought on why they chose their decision on that situation. I need to fully understand the picture before I understand why someone makes a choice that they do. Underlying is the assumption that people are rational and will follow their self-interest once it is revealed to them .

2.      Are you able to put yourself into the shoes of the resister? Ask yourself: What forces play on that person? What beliefs does he or she have? What criteria is he or she using to evaluate the situation?

Depending on the situation, I can put myself into the shoes of the resister. If it is a completely nonsense situation, I cannot rationalize why they feel that way and just believe they are wrong. As a change leader, I do believe you need to fully understand a situation and why the individual mind is set on a decision before you act. I do not believe I am experienced enough to fully understand how to do this yet. Many leadership skills can be taught and learned. It is through reflection that a change leader hones existing skills and abilities, becomes open to new ideas, and begins to think broadly, widening the lens through which he or she looks at the situation at hand .

3.      What are the implications of your self-assessment with respect to what you need to do to develop yourself as a change agent?

My answers in my self-assessment were pretty average to say the least. I have not been a leader or a manager before, so I believe I have a lot to learn and develop in that role. As a change agent, you should have many skills, and be good at them. I do not have a lot of patience, so persistency is something that I need to improve on. I also would like to improve on tolerance for ambiguity and tolerance for ethical conflict. My patience in things are very low, so this is an area I would like to develop. I would not be comfortable to take a position in a change agent or leadership role until I develop further in knowledge.

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