Fall 2016: BUSS 330 Managing ChangeKotter’s Eight Steps to Transforming Your Organization STEP # STEP ANALYSIS 1 Establishing a Sense of Urgency 2 Forming a Powerful Guiding Coalition 3 Creating a Vision 4 Communicating a Vision 5 Empowering colleagues to act on the Vision 6 Planning for and creating short-term Wins 7 Consolidating improvements & Producing still more Change 8 Institutionalizing New Approaches Managing Change Fall 2014 Session 3 : Think Differently Bruce F. McKinnon 4 phases of Persuasion campaign 8/15/2014 Bruce F. McKinnon 2 2 8/15/2014 Bruce F. McKinnon 3 3 3 Amigos of Pixar 8/15/2014 4 Bruce F. McKinnon 4 Creativity & Excellence 8/15/2014 Bruce F. McKinnon 5 Leadership Or Management? 8/15/2014 Bruce F. McKinnon 6 Leadership vs. Management 8/15/2014 Bruce F. McKinnon 7 Leader 8/15/2014 Bruce F. McKinnon 8 Leaders Eat Last – US Marine Corps 8/15/2014 Bruce F. McKinnon 9 Leaders Eat Last - Video 8/15/2014 Bruce F. McKinnon 10 Marine Leaders 8/15/2014 Bruce F. McKinnon 11 Stay Hungry…Stay Foolish… 8/15/2014 Bruce F. McKinnon 12 Steve Jobs: The Biggest Secret about Life & Success 8/15/2014 Bruce F. McKinnon 13 Be a Yardstick of Quality 8/15/2014 Bruce F. McKinnon 14 1. How would the concepts of Kotter's 8 Steps apply in your Zaleznick analysis? STEP # STEP ANALYSIS 1 Establishing a Sense of Urgency Leaders get in touch with their teams announcing them that it is time for a change and motivating them to have trust. 2 Forming a Powerful Guiding Coalition The coalition is made between the leader and people with more power than him by convincing them to give support to achieve the common goals. 3 Creating a Vision A vision begins with determining the values of the change. Creating a good strategy is the next step for success. 4 Communicating a Vision The vision needs to be shared with everybody and after that, address peoples’ concerns honestly. 5 Empowering colleagues to act on the Vision Looking on the organizational structure, job descriptions and performance. Rewarding people for making the change happen. Take action to remove barriers and identify people who do not want the change to happen. 6 Planning for and creating short-term Wins Justifying the investment in each project is important. Analyzing the potential pros and cons. 7 Consolidating improvements & Producing still more Change Analyzing what needs improvement, setting goals for the future, bringing new change agents and leader is essential. 8 Institutionalizing New Approaches Constantly recognizing key members of the coalition, new or old. Hiring new staff should include change ideals. According to Zaleznick’s theory, managers and leaders are totally different when it comes to their personality and traits. While managers are persistent, rational problem solvers, leaders tolerate chaos, lack structure and are willing to delay closure. Managers have goodwill, seek ability and control, but leader.