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.

1. 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

2. 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

3. 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

4. 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

5. 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

6. 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 leaders
shape ideas and the most of them are artists, scientist and
creative thinkers.
While managers prefer to work with people even if they lack
empathy and the capacity to sense feelings, leaders are better
alone, “vow to themselves” and are rich in emotional content,
attracting strong feelings.
Both a leader and a manager are needed to run a successful
business because they bring structure and innovation, they
complete each other. Moreover, leaders come up with idea to
gain profit, but managers take care about the expenses of these
ideas.
2. How would Steve Jobs @ PIXAR be evaluated using
Zaleznik's approach? Give specific examples, not general
statements.?
Zalneznick said that leaders create a vision: Steve Jobs with
Catmull and Lasseter had the vision of creating a full-length
animated feature. They managed think at a good strategy, so
they convinced Disney to build a partnership.
Zaleznick talks about once-born and twice-born people. When
watching his commencement speech in 2005, I realized that he
has the characteristics of a twice-born person because of these
weights and struggles in life.
Steve Jobs and his colleagues have the skills of a leader that
Zaleznick talks about in his book. They want to be creative and

7. innovative by inspiring people to enlarge their horizons and
take the risk of making a tremendous change: 3D animation
movies which are successful nowadays.
3. What have we reviewed in class around WSJ that would be
relevant to Zaleznik's theory?
Talking about the “Sheryl Sandberg’s New Job Is To Fix
Facebook’s Reputation – And Her Own” article, it can be said
that Mark Zuckerberg and Sheryl Sandberg have to prove
qualities of managers for creating solutions to fix both
Facebook’s and their reputation, meaning they have to take
control of the matter and be rational. It is important to strive to
convert win-lose situations into win-win situations. Apart from
Zaleznick’s theory, the Kotter 8 Steps are seen here.