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James Saliba
By far the biggest
mistake people make
when trying to change
organizations is to
plunge ahead without
establishing a high
enough sense of urgency
in fellow managers and
employees. The error is
fatal because
transformations always
fail to achieve their
objectives when
complacency levels are
too high.

  Source: Leading Change by John Kotter
Major change is often
said to be impossible
unless the head of the
organization is an active
supporter. In successful
transformations, the
president, division
general manager, or
department head plus
another five, fifteen, or
fifty people with a
commitment to improved
performance pull
together as a team.


  Source: Leading Change by John Kotter
Vision plays a key role in
producing useful change
by helping to
direct, align and inspire
actions. Without
appropriate vision, a
transformation effort can
easily dissolve into a list
of
confusing, incompatible
and time-consuming
projects that go in the
wrong direction or
nowhere at Change by John Kotter
   Source: Leading all.
Change is usually
impossible unless most
employees are willing to
help, often to the point
of making short-term
sacrifices. People will
not make sacrifices, even
if they are unhappy with
the status quo, unless
they think the potential
benefits of change are
attractive and
transformation is
possible.


  Source: Leading Change by John Kotter
New initiatives fail far too
often when
employees, even if they
embrace a new
vision, feel
disempowered by huge
obstacles in their paths.
Occasionally, the
roadblocks are only in
people’s minds and the
challenge is to convince
them that no external
barriers exist. In other
cases, the blockers are
very real. Change by John Kotter
   Source: Leading
Real transformation takes
time. Complex efforts to
change strategies or
restructure businesses
risk losing momentum if
there are no short-term
goals to meet and
celebrate. Most people
won’t go on the long
march unless they see
something compelling
evidence within six to
eighteen months that the
journey is producing
expected results.

  Source: Leading Change by John Kotter
After a few years of hard
work, people can be
tempted to declare victory
in a major change effort
with the first major
performance improvement.
Celebrating a win is
fine, any suggestion that
the job is done generally is
a terrible mistake. Until
changes sink down deeply
into the culture, which for
an entire company can take
3 to 10 years, new
approaches are fragile and
subject to regression.
  Source: Leading Change by John Kotter
Changes sticks only
when it becomes “the
way we do things around
here,” when it seeps into
the very bloodstream of
the work unit or
corporate body. Until
new behaviors are rooted
in social norms and
shared values, they are
always subject to
degradation as soon as
the pressures associated
with the change effort
are removed.

  Source: Leading Change by John Kotter

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8 reasons why organizations fail to change

  • 2. By far the biggest mistake people make when trying to change organizations is to plunge ahead without establishing a high enough sense of urgency in fellow managers and employees. The error is fatal because transformations always fail to achieve their objectives when complacency levels are too high. Source: Leading Change by John Kotter
  • 3. Major change is often said to be impossible unless the head of the organization is an active supporter. In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. Source: Leading Change by John Kotter
  • 4. Vision plays a key role in producing useful change by helping to direct, align and inspire actions. Without appropriate vision, a transformation effort can easily dissolve into a list of confusing, incompatible and time-consuming projects that go in the wrong direction or nowhere at Change by John Kotter Source: Leading all.
  • 5. Change is usually impossible unless most employees are willing to help, often to the point of making short-term sacrifices. People will not make sacrifices, even if they are unhappy with the status quo, unless they think the potential benefits of change are attractive and transformation is possible. Source: Leading Change by John Kotter
  • 6. New initiatives fail far too often when employees, even if they embrace a new vision, feel disempowered by huge obstacles in their paths. Occasionally, the roadblocks are only in people’s minds and the challenge is to convince them that no external barriers exist. In other cases, the blockers are very real. Change by John Kotter Source: Leading
  • 7. Real transformation takes time. Complex efforts to change strategies or restructure businesses risk losing momentum if there are no short-term goals to meet and celebrate. Most people won’t go on the long march unless they see something compelling evidence within six to eighteen months that the journey is producing expected results. Source: Leading Change by John Kotter
  • 8. After a few years of hard work, people can be tempted to declare victory in a major change effort with the first major performance improvement. Celebrating a win is fine, any suggestion that the job is done generally is a terrible mistake. Until changes sink down deeply into the culture, which for an entire company can take 3 to 10 years, new approaches are fragile and subject to regression. Source: Leading Change by John Kotter
  • 9. Changes sticks only when it becomes “the way we do things around here,” when it seeps into the very bloodstream of the work unit or corporate body. Until new behaviors are rooted in social norms and shared values, they are always subject to degradation as soon as the pressures associated with the change effort are removed. Source: Leading Change by John Kotter