Change Process in Organizations
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Dokumen tersebut membahas tentang proses perubahan organisasi, dimulai dari pengertian perubahan organisasi, jenis perubahan, faktor yang mempengaruhi perubahan, model-model perubahan organisasi seperti model siklus kehidupan organisasi, model perubahan terencana, model tiga tahapan Lewin, reaksi terhadap perubahan, komunikasi dalam proses perubahan, dan studi kasus perubahan di perusahaan Puma.
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Change Process in Organizations
- 1. CHANGE PROCESS IN ORGANIZATIONS TUGAS MATA KULIAH KOMUNIKASI ORGANISASI Dr. Antar Venus, MA MAGISTER ILMU KOMUNIKASI UNIVERSITAS JAYA BAYA JAKARTA 2014 Oleh Eka Megawati NPM; 2013010361009 HP; 0813-9841-5316
- 2. Organizational Change; Understanding; From Kimberly & Miles Model to Kotter’s 8 steps
- 3. -Outline- Kimberly & Miles - Hannan & Freeman Model Lewin’s Change Model Conclusion Kotter’s 8 Steps Puma Case Study
- 4. Change..... What is Change “Tidak ada yang lebih konstan dari pada Perubahan” Heraclitus , Greek Philosopher “Perubahan menjadi lebih dan sering muncul/terjadi diabad milenium” Goodfellow, 1985 • Perubahan terjadi pada kehidupan sehari-hari, • Perubahan adalah process berulang dan terus menerus dalam organisasi • Tingkatan dan dampaknya dapat bervariasi secara substansi • Terkadang Perubahan sagat besar dan mampu merubah cara hidup What is Organizational Change ?
- 5. What is Change Problems? • Di dalam proses perubahan terdapat inti pokok permasalahan, yaitu; • Sebuah Impian masa depan yang harus di wujudkan • Keadaan saat ini yang harus dan ingin di tinggalkan • Beberapa struktur dan proses organisasi yang butuh di rubah demi menuju ketingkatan yang lebih lanjut • Dalam level konseptual, masalah perubahan adalah masalah dalam proses perpindahan dari kondisi A menuju kondisi B • Dengan kata lain, masalah perubahan dapat diperlakukan sebagai masalah kecil, yang harus di cari tahu bagaimana, apa, dan mengapa perubahan terjadi • Perubahan sebagai masalah ‘bagaimana’ • Perubahan sebagai masalah ‘apa’ • Perubahan sebagai masalah ‘mengapa’
- 6. Two Level of Change Organizational Perspektif Group dan Total-organisasi - termasuk peran pembelajaran, kreativitas, inovasi dan keberagaman / perbedaan dalam proses perubahan, serta reaktif vs perubahan proaktif Individual Individu - peran manajerial bertanggung jawab untuk memimpin, mengelola dan mendorong proses perubahan, dengan penekanan pada individu baik sebagai manajer dan model perubahan
- 7. Characteristic of Organizational Change • Perubahan membuat hal berbeda • Perubahan tidak dapat di hindari • Perubahan merupakan aktivitas yang berlangsung • Perubahan merupakan hasil dari dalam maupun luar organisasi • Perubahan menawarkan kesempatan dan tantangan baru • Perubahan mengambil tempat di seluruh bagian organisasi • Perubahan mengambil tempat pada berbagai tingkatan dalam bagian berbeda sebuah organisasi • Perubahan dapat terencana dan tidak terencana • Perubahan dapat terjadi dengan cepat atau lambat • Besarnya Perubahan mungkin dapat mencapai tahap pertama (Incremental) atau mencapai tahap ke dua (Radical) • Perubahan dalam organisasi tidak selalu sama / seragam
- 8. Importance of Change • Perubahan membawa resiko dan ketidak pastian, yang jika tidak dikelola dengan baik, akan berakibat fatal bagi organisasi bahkan mungkin menjadi kahancuran bagi organisasi • Perubahan terkadang membawa tantangan yang tanpanya kehidupan dan bisnis menjadi dapat menjadi proses yang monoton dan berulang-ulang • Perubahan mungkin dapat membawa peluang bisnis baru • Perubahan terkadang membawa ancaman baru yang bertindak sebagai stimulus untuk proses perbaikan • Proses perubahan mungkin di gunakan oleh organisasi untuk menyingkirkan keadaan bisnis saat ini untuk menuju tingkatan bisnis yang lebih tinggi • Proses perubahan memungkinkan organisasi meninggalkan beberapa nilai budaya negatif, beberapa cara atau metode pengelolaan yang sudah usang, dll. • Proses perubahan dapat digunakan untuk meningkatkan motifasi, dengan menciptakan keinginan dan dukungan dalam proses perubahan • Proses perubahan dapat menyebabkan lebih banyak kepuasan melalui peningkatan keterampilan pekerja dan partisipasi pekerja lainnya
- 9. Types of Organizational Change • Perubahan yang di rencanakan (di sengaja atau memiliki tujuan) Perubahan yang tidak terencana (tidak disengaja) • Perubahan Cepat dan Perubahan Lambat (dalam hal tingkat perubahan ) • Perubahan tahap pertama (incremental) dan perubahan tahap kedua (fundamental atau radikal) dalam hal besarnya / kuantum
- 10. Faktor Perubahan Organisasi • Faktor Eksternal • Perubahan dalam aturan Pemerintah • Kemajuan Teknologi / kemajuan lingkungan luar • Perubahan dalam karakter demografi • Perubahan pasar • Perubahan keadaan ekonomi • Bahan baku mengalami kenaikan • Tekanan sosial, dll. • Faktor Internal • Perubahan kepemimpinan • Perubahan struktur organisasi • Adopsi atau implementasi teknologi baru • Penurunan keuntungan • Kekhawatiran produktifitas • Masalah hubungan industrial, dll.
- 11. Why is Change needed? • Kondisi Pasar yang Tumbuh dan Berkembang • Perubahan sangat penting bagi keberhasilan Perusahaan PERUBAHAN DAPAT MENJADI SEBUAH KESEMPATAN JUGA SEBUAH ANCAMAN • Untuk keuntungan • Perusahaan harus terus menerus mengadopsi struktur strategi perusahaan terhadap perubahan kondisi eksternal • Tetap terdepan dalam kompetisi • Tidak beradaptasi • Dalam jangka panjang tidak dapat bertahan di pasa global • Cara nya? • Berbagai macam teori perubahan telah terbentuk • Pendekatan yang paling umum • The “Natural” Way of Change by Kimberly & Miles also Hannan & Freman • 3-steps of freezing and un-freezing by Kurt Lewin • Eight-step change process by John Kotter • Perubahan manajemen telah memperoleh kepentingan besar dalam dekade terakhir
- 12. What is change Management/Organizations? “The coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization” (BNET Business Dictionary)
- 13. Adaptive and Unadaptive Culture • Adaptive Culture • Mengadopsi strategi dan praktek yang terus menerus dalam menanggapi perubahan besar • Mendukung strategi dan konteks bisnis organisasi • Memandang positif terhadap perubahan • Unadaptive Culture • Arogansi, terlalu fokus ke dalam dan birokrasi • Melemahkan proses perubahan Kepemimpinan yang efektif membutuhkan perubahan/pergerakan dari budaya yang tidak dapat di serap (unadaptive culture) menuju budaya yang dapat di serap (adaptive culture)
- 14. Kemampuan dan Keinginan untuk berubah Necessity Necessity Ability Willingness
- 15. Employees & Change Comfort Zone Learning Zone Fear Zone Comfort Zone Learning Zone Fear Zone
- 16. Models of Organizational Change Tidak ada Organisasi yang tetap statis-terjebak dalam cara-cara tertentu dalam melakukan sesuatu dan mode pemikiran tertentu-akan bertahan lama. Organisasi secara alami berevolusi dan beradaptasi dengan kebutuhan lingkungan.
- 17. 1. Model of Organizational Life Cycles (Kimberly & Miles,1980) John R Kimberly Education ; PhD, Cornell University, 1970; MS, Cornell University, 1967; BA, Yale University, 1964 Occupation ; Henry Bower Professor of Entrepreneurial Management, Professor of Management, Professor of Health Care Management/Sociology Robert H. Miles Education ; Miles received his bachelor and master’s degrees in accounting from the University of Utah. He has professional affiliations with American Society of CPA’s, Utah Association of CPA’s, Washington Society of CPA’s, Financial Executives International, Tax Executives Institute and Financial Managers Society Occupation ; President, Corporate Transformation Resources,
- 18. 2. Evolutions of Organizational Populations (Hannah & Freeman, 1989) Michael T. Hannan Education ; PhD in sociology, University of North Carolina, Chapel Hill, 1970 MA, University of North Carolina, Chapel Hill, 1968 BA, College of the Holy Cross, 1965 Occupation ; StrataCom Professor of Management, Professor of Sociology, School of Humanities and Sciences John H. Freeman Education ; He earned his A.B. degree from Washington and Lee University in Lexington, Virginia, in 1966; and his master’s degree and Ph.D. from the University of North Carolina at Chapel Hill in 1970 and 1972, respectively Occupation ; Leo Helzel Professor of Entrepreneurship, Haas School of Business Faculty Director, Lester Center for Entrepreneurship and Innovation UC Berkeley 1944 – 2008
- 19. Kedua model organisasi di atas dianggap sebagai cara "alami" di mana organisasi dan kelompok organisasi berubah dengan pasang surutnya kehidupan kelembagaan dan sejarah industri. Sebagai contoh yang sangat sederhana, Ini meliputi; Start-up Phase Perusahaan mengembangkan pasar dan menciptakan sistem dan prosedur Growth Phase Hubungan klien dikembangkan dan ukuran perusahaan pun berkembang Harvest Phase Perusahaan melayani klien yang sudah ada Decay Stage Jasa konsultasi perusahaan menjadi kurang relevan dengan pasar dan perusahaan akhirnya gulung tikar atau dibeli oleh perusahaan lain
- 20. 3. Model of Planned Change (Connor & Lake,1994) • Melibatkan beberapa jenis perubahan (Perilaku individu, proses organisasi, arah strategis) • Ini dilakukan melalui berbagai metode (Teknical, struktural, atau manajerial) contoh; Sekolah memperkenalkan metode baru untuk mengajar membaca karena standar nasional, itu berarti perubahan dalam populasi sekolah juga perkembangan baru di sekolah dasar Ini terdengar sederhana tapi karena ada faktor-faktor seperti budaya sekolah, buku pelajaran, rencana studi, keterlibatan masyarakat dan tekanan akan membuat suatu usaha proses perubahan menjadi sangat rumit.
- 21. Figure of Planned Organizational Change
- 22. 4. Kurt Lewin’sModel of Change Process Also known as Unfreeze-Change – Refreeze Model Lewin suggested following three steps for ensuring successful change Unfreeze Change Refreeze
- 23. Unfreeze • Tahap Pertama • Keinginan untuk berubah harus tercipta • Ketahanan terhadap perubahan perlu di minimalisir • Seperti gangguan • dari luar (Externally) • Dari dalam (Internally)
- 24. Change • Tahap ke-dua • Struktur organisasi dan cara berperilaku yang baru perlu diperkenalkan • Ada nya kebutuhan akan tujuan dan norma-norma baru • Masanya kebingungan dan produktifitas menurun • Kepemimpinan yang baik sangat dibutuhkan dalam tahap ini
- 25. Refreeze • Tahap ter-akhir • Kebutuhan akan stabilitas dari implementasi struktur yang baru • Perumusan aturan dan kebijakan baru • Stabilitas perlu di bangun ulang • Lingkungan yang familiar perlu di ciptakan
- 26. Models of Organizational Change • Banyak Praktisi Organisasi prihatin dengan cara-cara mengelola perubahan dan tidak mendukung gagasan dimana hanya membiarkan siklus kehidupan organisasi yang mengambil alih. • Organisasi yang sukses adalah mereka yang memulai perubahan, menanggapi perubahan, merencanakan perubahan dan menerapkan perubahan sebagai cara hidup yang berkelanjutan
- 27. Reactions to Organizational Change • Dukungan manajemen untuk proses perubahan sangat penting Manajer Senior memiliki pengaruh paling besar terhadap perubahan Ketika manajemen senior tidak me-backup perubahan, maka upaya perubahan tidak akan berhasil • Ketegangan ke-Pemilikan • Daerah lain yang menjadi perhatian pada proses perubahan adalah proses ketahanan terhadap perubahan Perubahan dapat mengancam budaya organisasi tempat kerja; Nilai-nilai Dasar Perusahaan Misi Perusahaan Lingkungan Kerja Karyawan memperoleh perasaan menjadi identitas suatu kelompok dan perasaan memiliki dari budaya organisasi Rasa takut itu natural • Resistensi terhadap Perubahan Perilaku yang mencegah pelaksanaan atau penggunaan sistem untuk mencegah perancang sistem mencapai tujuan mereka Alasan untuk ketahanan terhadap perubahan Ketidaktahuan terhadap perubahan Kurangnya Pelatiihan Rasa Takut • Reaksi lain dari perubahan adalah ketidakpastian anggota organisasi karena Stres, Kecemasan, mekanisme Pertahanan
- 28. Reactions to Organizational Change
- 29. Communication in the Change Process • Komunikasi dan Informasi Cara terbaik untuk mengatasi ketidak pastian dan kecemasan • Karyawan lebih memilih memiliki informasi negatif dibanding tidak memiliki infomasi sama sekali tentang perubahan yang terjadi di dalam organisasi
- 30. How do communications activities translate into meaningful coordinated strategy • Assessment – to understand theory before taking actions, especially to identify interest What are their key beliefs and values? (cognitive) What is their emotional state? (emotional) What are they willing to do and why? (intentions, interest) • Evaluate the existing communication system What are the existing channel of communication? What are the communicative goals for each channel? What types of message are typically transmitted in this channels? What is the target audience for each channel?
- 31. Strategies for Communicating about Change Clampitt, DeKoch, and Cashman (2000) proposed communication strategies that management can use in communicating about change to employees
- 32. Force Field Analysis I • Sebuah alat untuk meng-analisis faktor-faktor yang mempengaruhi perubahan • Sebuah grafik yang menggambarkan kekuatan yang mempengaruhi hasil upaya pelaksanaan perubahan dalam manajemen • The forces • Beneficial in the change process • Restricting in the change process
- 33. Force Field Analysis II
- 34. Puma Case I • The company heading towards bankruptcy • The change was needed • The external force unfreezing the static state was the fear • Identification of the main issues essential • After a four phase action plan was developed Turnaround of the company Brand Turnaround Company Development Company Expansion Objective - adaptation to new market situations - Reorganizati on of the company - Competitive ness and profitability - Brand repositioning - To develop brand desirability - Enhanceme nt of market presence - Global direction of the brand - To increase the brand desirability - To transfer desirability into profitability - Consumptio n of the brand potential - Company and brand growth - To increase the market share - Acquisitions - Consumption of the company potential
- 35. 8 Steps of a Successful Change An American expert on leadership and change Professor in Harvard Business School Author of Eight steps of successful change Consolidate Improvements and Produce More Changes Generate Short-Term Wins Empower Others to Act on the Vision Communicate This Change Vision Create a Change Vision and Strategy Form a Strong Guiding Coalition Establish a Sense of Urgency Secure the New Approaches
- 36. Step 1: Establish a Sense of Urgency • An important starting point for achieving the desired change • Tendency of overlooking this step • If this step is ignored the company might fail in the changing process
- 37. Step 2: Form a Strong Guiding Coalition • An essential role in the change process • The guiding coalition is chosen to lead the change • It has to be powerful, respectful and knowledgeable • The leading coalition is necessary to maintain the sense of urgency
- 38. Step 3: Create a Change Vision and Strategy • Clear vision needs to be clarified • The effective vision should be • Imaginative • Desirable • Feasible • Focused • Flexible • Communicative
- 39. Step 4: Communicate This Change Vision • After the vision is properly stated, the leaders need to communicate this vision to the employees • It should be done in a manner that the advantages of this change are clearly visible
- 40. Step 5: Empower Others to Act on the Vision • Remove obstacles to change • Change systems that are in a way of the change • Encourage the risk-taking
- 41. Step 6: Generate Short-Term Wins • Essential • Plan the visible improvements • The wins need to be visible, unambiguous and change connected • Reward employees involved
- 42. Step 7: Consolidate Improvements and Produce More Changes • The change needs to be settled deeply in the organization • Don’t let up • Further change the systems • Hire, promote and develop employees able to implement the vision • Introduce new projects
- 43. Step 8: Secure the New Approaches • The last step • Getting to this step requires effort, energy, and time • After accomplishment of the objectives the attainment is necessary
- 44. Conclusion • Perubahan sangat penting bagi organisasi karena lingkungan terus menerus berubah • Orang-orang dan perilaku mereka adalah penting untuk perubahan • Perubahan dapat dilakukan dengan penerapan berbagai pendekatan • Perubahan akan berhasil hanya jika diterapkan dengan benar
- 45. -Thank You-
Editor's Notes
- Incremental; increasing or adding on Radical; through going or extreme change
- Or The systematic approach and application of knowledge, tools and resources to deal with change. Change management means defining and adopting corporate strategies, structures, procedures and technologies to deal with changes in external conditions and the business environment. SHRM Glossary of Human Resources Terms, www.shrm.org. Change management is the process, tools and techniques to manage the people-side of business change to achieve the required business outcome, and to realize that business change effectively within the social infrastructure of the workplace. Change Management Learning Center
- Ebb&flow (pasang surut)
- “Coz of interdependencies among task, structure, culture and strategy, no change process is straightforward”
- A Model of Planned Organizational Change. From Connor, P.E., & Lake, L. K. (1994) Managing Organizational Change (2nd ed.). Westport, CT; Praeger, p.7.
- http://wc1.smartdraw.com/examples/content/Examples/05_Strategy_&_Planning/Force_Field_Analysis/Force_Field_Analysis_-_Model_1_L.jpg
- Dunia bergerak cepat sehingga memberitahu kita sesuatu yang sangat penting bahwa Kaizen, perbaikan terus-menerus tidak cukup lagi, hal tersebut memang penting tetapi tidak akan membuat lompatan yang cukup besar untuk menang, untuk menawarkan produk yang hebat dan jasa yang kita butuhkan. 70 persen dari waktu itu ditemukan bahwa, perusahaan yang ingin membuat perubahan besar gagal, hal ini terjadi baik mereka tidak melakukannya sama sekali atau mereka melakukannya hanya setengah jalan tetapi kabar baiknya adalah bahwa sekitar 5 persen dari perusahaan yang berhasil dan memiliki pola dalam cara mereka melakukannya. Tidak peduli di mana mereka dari Amerika Serikat, Korea, lebih besar, lebih kecil, laba atau non profit. Pola ini memiliki 8 langkah di dalamnya.
- Apa itu URGENCY, pada dasarnya URGENCY merupakan sikap, cara hidup, cara merasakan, dan cara berfikir. Kita memerlukan rasa URGENCY disaat banyak hal-hal berubah, semakin cepat dunia berubah semakin anda membutuhkan perubahan. Tepat pada awal kesukses-an dari proses perubahan anda membutuhkan rasa URGENCY berlangsung, dan apabilla tidak segala sesuatu akan berjalan lambat, semua menjadi lebih sulit, dan menjadi frustasi, maka dari itu rasa URGENCY sangat penting. Bagaimana rasa URGENCY menguntungkan organisasi? Perasaan palsu akan URGENCY membuat orang bergerak di sekeliling kegiatan mereka. URGENCY berbeda dengan karena ini tergantung pada level keberanian untuk bergerak saat ini, untuk menag. Hal ini berdasar pada rasa realistis bahwa sesuatu yang luar biasa ada di luar sana, peluang dan bahaya. Ini merupakan sepasang perilaku dimana tidak hanya berlari di sekitar akan tetapi berlari di sekitar dengan cara yang pintar, dimana anda dapat melihat hal penting dan fokus terhadapnya. Banyak orang berfikir mereka tidak memiliki masalah dengan menciptakan rasa URGENCY didalam organisasi, tetapi mereka memiliki suatu keadaan di dalam organisasi yang membuat mereka tidak dapat bergerak kemanapun. Dan masa ini sangat krusial untuk perubahan karena perusahaan yang gagal mengenali bahwa mereka telah kehilangan rasa URGENCY mungkin dapat gagal dalam proses perubahan
- Establishing a sense of urgency is necessary to gaining the cooperation necessary to drive a significant change effort. Most companies ignore this step - indeed close to 50% of the companies that fail to make needed change make their mistakes at the very beginning. Leaders may underestimate how hard it is to drive people out of their comfort zones, or overestimate how successfully they have already done so, or simply lack the patience necessary to develop appropriate urgency. Leaders who understand the importance of a sense of urgency are good at taking the pulse of their company and differentiating between complacency, false urgency and true urgency. For those that determine that true urgency is insufficient - and it often is - there are some tried and true approaches to developing it and one way that is almost certainly doomed to failure. The approach most likely to fail is the one that is purely intellectual, based on a solid business case that has a theoretically "compelling" rationale. The problem in failed change initiatives is rarely that the case for change is poorly thought out, or not supported with sufficient facts. The fundamental problem is that the case is all head and no heart. Consequently, leaders who know what they are doing will "Aim for the Heart." They will connect to the deepest values of their people and inspire them to greatness. They will make the business case come alive with human experience, engage the senses, create messages that are simple and imaginative, and call people to aspire.
- A clear vision serves three important purposes. First, it simplifies hundreds or thousands of more detailed decisions. Second, it motivates people to take action in the right direction even if the first steps are painful. Third, it helps to coordinate the actions of different people in a remarkably fast and efficient way. A clear and powerful vision will do far more than an authoritarian decree or micromanagement can ever hope to accomplish. A vision must provide real guidance. It must be focused, flexible and easy to communicate. It must both inspire action and guide that action in foreseeable ways. It should be a touchstone for making relevant decisions, but not be so constricting as to reduce the possibility of empowering action. Finally, it must be communicable.If it cannot be explained quickly in a way that makes intuitive sense,it becomes useless. Thus, effective visions have six key characteristics, They are: Imaginable: They convey a clear picture of what the future will look like. Desirable: They appeal to the long-term interest of employees, customers, shareholders and others who have a stake in the enterprise. Feasible: They contain realistic and attainable goals. Focused: They are clear enough to provide guidance in decision making. Flexible: They allow individual initiative and alternative responses in light of changing conditions. Communicable: They are easy to communicate and can be explained quickly.
- Gaining an understanding and commitment to a new direction is never an easy task, especially in complex organizations. Undercommunication and inconsistency are rampant. Both create stalled transformations. Most companies undercommunciate their visions by at least a factor of 10. A single memo announcing the transformation or even a series of speeches by the CEO and the executive team are never enough. To be effective, the vision must be communicated in hour-by-hour activities. The vision will be referred to in emails, in meetings, in presentations – it will be communicated anywhere and everywhere. In communicating the vision for the transformation, there are some things to keep in mind. The vision should be: Simple: No techno babble or jargon, fewer words are better Vivid: A verbal picture is worth a thousand words – use metaphor, analogy and example. Repeatable: Ideas should be able to spread by anyone to anyone. Invitational: Two-way communication is always more powerful than one-way communication.
- Typically, empowering employees involves addressing four major obstacles: structures, skills, systems and supervisors.
- For leaders in the middle of a long-term change effort, short-term wins are essential. Running a change effort without attention to short-term performance is extremely risky. The Guiding Coalition becomes a critical force in identifying significant improvements than can happen between 6 and 18 months. Getting these wins helps ensure the overall change initiative’s success. Research shows that companies that experience significant short-term wins by fourteen and twenty-six months after the change initiative begins are much more likely to complete the transformation. Realizing these improvements is a challenge. In any change initiative, agendas get delayed, there is a desire to ensure that customers are not affected, political forces are at work – all of which slow the ability to perform as promised. However, short-term wins are essential. To ensure success, short term wins must be both visible and unambiguous. The wins must also be clearly related to the change effort. Such wins provide evidence that the sacrifices that people are making are paying off. This increases the sense of urgency and the optimism of those who are making the effort to change. These wins also serve to reward the change agents by providing positive feedback that boosts morale and motivation. The wins also serve the practical purpose of helping to fine tune the vision and the strategies. The guiding coalition gets important information that allows them to course-correct.
- Resistance is always waiting in the wings to re-assert itself. Even if you are successful in the early stages, you may just drive resistors underground where they wait for an opportunity to emerge when you least expect it. They may celebrate with you and then suggest taking a break to savor the victory. The consequences of letting up can be very dangerous. Whenever you let up before the job is done, critical momentum can be lost and regression may soon follow. The new behaviors and practices must be driven into the culture to ensure long-term success. Once regression begins, rebuilding momentum is a daunting task. In a successful major change initiative, by stage 7 you will begin to see: More projects being added Additional people being brought in to help with the changes Senior leadership focused on giving clarity to an aligned vision and shared purpose Employees empowered at all levels to lead projects Reduced interdependencies between areas Constant effort to keep urgency high Consistent show of proof that the new way is working
- New practices must grow deep roots in order to remain firmly planted in the culture. Culture is composed of norms of behavior and shared values. These social forces are incredibly strong. Every individual that joins an organization is indoctrinated into its culture, generally without even realizing it. Its inertia is maintained by the collective group of employees over years and years. Changes – whether consistent or inconsistent with the old culture – are difficult to ingrain. This is why cultural change comes in Step 8, not Step 1. Some general rules about cultural change include: Cultural change comes last, not first You must be able to prove that the new way is superior to the old The success must be visible and well communicated You will lose some people in the process You must reinforce new norms and values with incentives and rewards – including promotions Reinforce the culture with every new employee Tradition is a powerful force. We keep change in place by creating a new, supportive and sufficiently strong organizational culture. A Guiding Coalition alone cannot root change in place no matter how strong they are. It takes the majority of the organization truly embracing the new culture for there to be any chance of success in the long term.