This document outlines the key steps in managing organizational change: (1) create a sense of urgency, (2) form a guiding coalition, (3) develop a vision and strategy, (4) communicate the vision, (5) empower broad-based action, (6) generate short-term wins, (7) consolidate gains and produce more change, and (8) anchor new approaches in the culture. It also notes common issues that can arise in implementing each step, such as presenting a vision that is too vague or failing to remove resistors to the change effort.
2. • Denial
• Anger
• Depression
• Develop the new comfort zone
• Acceptance
• Information and Communication
• Emotional support and Guidance
Main Constraints of Change Management in Order !
3. 1. Create a culture
2. Be Relentless
3. Short term wins
4. Empower others
5. Understand and Learn
6. Develop a Vision and Strategy
7. Develop your team
8. Oh! Create the sense of Urgency
• Leaders who transform businesses land 8 rules in this order
Chance Management = Pain Management
4. • Examining the current situation and competitive realities.
• Identify and discuss crisis, Potential crisis or Major opportunities.
• Understand the difficulty of driving people from comfort zone.
• Don’t get petrified and take risks, Behind every success there is a Risk.
Establish the Sense of Urgency
5. • Assemble a group with shared commitment and create enough recourses
to Lead the change.
• Get these individuals work outside the Hierarchy.
Issues!
• No prior experience in team
• Relegating team leadership to HR, Quality or Strategic planning
executives rather then the Line Managers.
Form a Powerful Guiding Coalition!
6. • Create a vision to direct change effort
• Develop strategies to realizing the vision
Issues!
• Presenting the vision that’s too complicated or vague to be
communicated in minutes.
Create a Vision
7. • Use every possible tool to communicate the new Vision, and Strategies
for achieving it.
• Teach new behaviors by the Examples of the guiding coalition.
Issues!
• Lack of communication
• Behaviors which are antithetical to the Vision
Communicate the VISION
8. • Remove or change all the current processes and structures undermining
the vision.
• Encourage risk taking and non traditional ideas, activities and actions.
Issues!
• Failing to remove the people who resist the change effort
Empower others to act on the Vision
9. • Design and Engineer the Visible performance improvements e.g,
Performance Improvement plans
• Recognize and reward employees contributing to those improvements
Issues!
• Leaving short term success up to change
• Failing to score success early enough e.g, rather then 3 months it could
take upto 6 months or more in change effort.
Plan for and Create short term Wins
10. • Hire, Promote and Develop the employee's who can Implement the
vision.
• Use increased credibility from early wins to change system, structures
and policies undermining the vision.
• Reinvigorate the change process with new projects and change agents.
Issues!
• Declaring the victory too soon with the first Performance Improvement
• Allow resisters to convince “Troops” that War as been won.
Consolidate Improvement & Produce
more change
11. • Articulate between new behaviors and corporate success.
• Create the leadership and develop the succession plans consistent with
the new approach.
Issues!
• Not creating new social norms and shared values consistent with
changes.
• Promoting the people in the new leadership positions who don’t
personify the new approach.
Institutionalize new approaches