By far the biggestmistake people makewhen trying to changeorganizations is toplunge ahead withoutestablishing a highenough sense of urgencyin fellow managers andemployees. The error isfatal becausetransformations alwaysfail to achieve theirobjectives whencomplacency levels aretoo high. Source: Leading Change by John Kotter
Major change is oftensaid to be impossibleunless the head of theorganization is an activesupporter. In successfultransformations, thepresident, divisiongeneral manager, ordepartment head plusanother five, fifteen, orfifty people with acommitment to improvedperformance pulltogether as a team. Source: Leading Change by John Kotter
Vision plays a key role inproducing useful changeby helping todirect, align and inspireactions. Withoutappropriate vision, atransformation effort caneasily dissolve into a listofconfusing, incompatibleand time-consumingprojects that go in thewrong direction ornowhere at Change by John Kotter Source: Leading all.
Change is usuallyimpossible unless mostemployees are willing tohelp, often to the pointof making short-termsacrifices. People willnot make sacrifices, evenif they are unhappy withthe status quo, unlessthey think the potentialbenefits of change areattractive andtransformation ispossible. Source: Leading Change by John Kotter
New initiatives fail far toooften whenemployees, even if theyembrace a newvision, feeldisempowered by hugeobstacles in their paths.Occasionally, theroadblocks are only inpeople’s minds and thechallenge is to convincethem that no externalbarriers exist. In othercases, the blockers arevery real. Change by John Kotter Source: Leading
Real transformation takestime. Complex efforts tochange strategies orrestructure businessesrisk losing momentum ifthere are no short-termgoals to meet andcelebrate. Most peoplewon’t go on the longmarch unless they seesomething compellingevidence within six toeighteen months that thejourney is producingexpected results. Source: Leading Change by John Kotter
After a few years of hardwork, people can betempted to declare victoryin a major change effortwith the first majorperformance improvement.Celebrating a win isfine, any suggestion thatthe job is done generally isa terrible mistake. Untilchanges sink down deeplyinto the culture, which foran entire company can take3 to 10 years, newapproaches are fragile andsubject to regression. Source: Leading Change by John Kotter
Changes sticks onlywhen it becomes “theway we do things aroundhere,” when it seeps intothe very bloodstream ofthe work unit orcorporate body. Untilnew behaviors are rootedin social norms andshared values, they arealways subject todegradation as soon asthe pressures associatedwith the change effortare removed. Source: Leading Change by John Kotter