Kotter's eight-step plan deals with resistance to change by creating a sense of urgency for change, forming a coalition to lead the change effort, creating and communicating a clear vision for change, removing obstacles, creating short-term wins to build momentum, building on the initial changes, and anchoring the changes in the organizational culture. The eight steps involve identifying threats and opportunities, gaining buy-in from key leaders, developing a strategy to execute the vision, rewarding progress, and ensuring new leaders continue to support the changes.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
How to Create a Mentoring Program That Works | Webinar 08.18.15BizLibrary
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
How to Create a Mentoring Program That Works | Webinar 08.18.15BizLibrary
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
Team work group - OD interventions - Organizational Change and Development -...manumelwin
Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
Force field analysis - Organizational Change and Development - Manu Melwin Joymanumelwin
It provides a framework for looking at the factors (forces) that influence a situation, originally social situations.
It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces).
The principle, developed by Kurt Lewin.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
In his extension work, the agent basically intervenes in the life of the farmers in a particular area. The extension agent is a change agent: he intervenes to bring about change in order to help improve the lives of the farmers and their families.
Team work group - OD interventions - Organizational Change and Development -...manumelwin
Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
Force field analysis - Organizational Change and Development - Manu Melwin Joymanumelwin
It provides a framework for looking at the factors (forces) that influence a situation, originally social situations.
It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces).
The principle, developed by Kurt Lewin.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
In his extension work, the agent basically intervenes in the life of the farmers in a particular area. The extension agent is a change agent: he intervenes to bring about change in order to help improve the lives of the farmers and their families.
Strategies for Corporate Change & the New Role of HR - Driving social adoptio...Harald Schirmer
Human Ressources > Human Relations ...Digital Transformation / Leading Change / GUIDE Concept / Culture Development - a presentation by www.harald-schirmer.de at Enterprise 2.0 Summit Paris 2015
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Digital transformation is a dynamic evolution, continually propelled by emerging technologies on the one hand and adaptive business processes characteristic of Smart Organizations on the other.
Design Thinking, when intertwined with agile management, is an effective navigation tool for both scenarios. This stands true even for hierarchical organizations, where agility might seem at odds with the established structure.
To innovate continuously you may want to consider embedding Design Thinking within your organization.
• In order to accomplish that, I recommend conducting a Change Management Project.
• Let‘s have a look at 10 steps to consider (on the following slides).
When faced with an opportunity to take on a stretch assignment, new role, or promotion, what’s your reaction? Be Leaderly surveyed more than 1,500 professionals to find out what it takes to say “yes” with confidence. In this webinar, learn what we discovered—and how you can prepare to step up to your next big career opportunity.
Guest speakers:
Shuchi Sharma, Global Vice President and Leader of Gender Intelligence at SAP and Robert F. Solomon Jr., Director of Culture and Engagement, Lowe’s Companies, Inc.
How to do Change Management for mandatory changeProsci ANZ
Many change projects are mandatory - compliance, regulatory, systems and restructures to name a few. These “No Choice Changes” present special challenges for change practitioners. How can we engage stakeholders when they have no real say in the decision to make the change or the solution? How can we build buy in when there is little What’s in it for Me?
Join our next Change Community of Practice Webinar to tap into the wisdom of our consulting team and share your experiences and lessons learned:
- The challenges of mandatory change
- Snapshot of Prosci Best Practices research findings
- Top 5 tips for effective Change Management
Similar to How does Kotter’s eight-step plan deal with resistance to change?? (20)
The Scenario:
Alex : The person with the higher Authority, The Supervisor.
Chen Ling : The Employee/ The person who do the work.
Monday : Due date of the report.
Tuesday : Board meeting occur.
Discuss : Are Chen Ning and Alex both right in their own places? Would Chen Ning feel better if Alex had told them about the board meeting and the way she feels?
MISCOMUNICATION
SENDER – Correct message sent
MESSAGE – Message sent was unclear
CHANNEL – used verbal and also non- verbal expression
RECEIVER – message received but perceived differently
FEEDBACK – feedback was given
NOISE – language barriers
Group Debate using Six Thinking Hats ApproachSyaff Hk
The Six Thinking Hats was created by Edward de Bono to promote Parallel Thinking, where everyone has different kinds of thinking. This model helps us to focus on different aspect of thinking skills instead of jumble around the ideas at the same time. Different color have different criteria, therefore we can focus on a particular topic so that everyone can contribute accordingly.
Our work plan was to understand fully the six thinking hats. Each of us was trying to understand all the six colors before choosing the right one that suits with our personality. There was no conflict or argument during our discussions. Everyone agrees with the roles that are assigned to them.
We used the internet to search and understand the six thinking hats model. Not only that, we also watched the link that are given in our textbook.
2. Question:
How does Kotter’s eight-step plan
deal with resistance to change??
3. STEP ONE: CREATE URGENCY
• It is when manager create sense of urgency that motivate
people to change. The urgency must be reasonable.
WHAT YOU SHOULD DO?
• Identify potential threats, and develop scenarios showing what
could happen in the future.
• Examine opportunities that should be, or could be, exploited.
• Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
• Request support from customers, outside stakeholders and
industry people to strengthen your argument.
4. Step Two: Form a Powerful Coalition
• Convince people that change is necessary.
WHAT SHOULD YOU DO?
• Identify the true leaders in your organization.
• Ask for an emotional commitment from these key people.
• Work on team building within your change coalition.
• Check your team for weak areas, and ensure that you have a
good mix of people from different departments and different
levels within your company.
5. Step Three: Create a Vision for Change
• A clear vision can help everyone understand why you're asking
them to do something.
WHAT YOU SHOULD DO:
• Determine the values that are central to the change.
• Develop a short summary (one or two sentences) that captures
what you "see" as the future of your organization.
• Create a strategy to execute that vision.
• Ensure that your change coalition can describe the vision in five
minutes or less.
• Practice your "vision speech" often.
6. Step Four: Communicate the Vision
• What you do with your vision after you create it will determine
your success. Your message will probably have strong
competition from other day-to-day communications within the
company, so you need to communicate it frequently and
powerfully, and embed it within everything that you do.
WHAT YOU SHOULD DO:
• Talk often about your change vision.
• Openly and honestly address peoples' concerns and anxieties.
• Apply your vision to all aspects of operations – from training to
performance reviews. Tie everything back to the vision.
• Lead by example.
7. Step Five: Remove Obstacles
• If you follow these steps and reach this point in the change process,
you've been talking about your vision and building buy-in from all
levels of the organization. Hopefully, your staff wants to get busy and
achieve the benefits that you've been promoting.
WHAT YOU SHOULD DO:
• Identify, or hire, change leaders whose main roles are to deliver the change.
• Look at your organizational structure, job descriptions, and performance and
compensation systems to ensure they're in line with your vision.
• Recognize and reward people for making change happen.
• Identify people who are resisting the change, and help them see what's
needed.
• Take action to quickly remove barriers (human or otherwise).
8. Step Six: Create Short-term Wins
• Nothing motivates more than success. Give your company a
taste of victory early in the change process.
WHAT YOU SHOULD DO:
• Look for sure-fire projects that you can implement without help
from any strong critics of the change.
• Don't choose early targets that are expensive. You want to be
able to justify the investment in each project.
• Thoroughly analyze the potential pros and cons of your targets.
If you don't succeed with an early goal, it can hurt your entire
change initiative.
• Reward the people who help you meet the targets.
9. Step Seven: Build on the Change
• Kotter argues that many change projects fail because victory is
declared too early. Real change runs deep. Quick wins are only the
beginning of what needs to be done to achieve long-term change.
WHAT YOU SHOULD DO:
• After every win, analyze what went right and what needs improving.
• Set goals to continue building on the momentum you've achieved.
• Learn about kaizen, the idea of continuous improvement.
• Keep ideas fresh by bringing in new change agents and leaders for
your change coalition.
10. STEP EIGHT: ANCHOR THE CHANGES IN
CORPORATE CULTURE
• Finally, to make the change to be parmanent, make it the culture of the
organisation. Make continuous efforts to ensure that the change is seen in every
aspect of your organization.
• It's also important that your company's leaders continue to support the change.
This includes existing staff and new leaders who are brought in. If you lose the
support of these people, you might end up back where you started.
WHAT YOU SHOULD DO:
• Talk about progress every chance you get. Tell success stories about the
change process, and repeat other stories that you hear.
• Include the change ideals and values when hiring and training new staff.
• Publicly recognize key members of your original change coalition, and make
sure the rest of the staff – new and old – remembers their contributions.
• Create plans to replace key leaders of change as they move on. This will
help ensure that their legacy is not lost or forgotten.
11. CONCLUSION
Changes will not be successful if the people inside the
organisation reluctant to change. Therefore, Kotter’s eight-step
plan helps the people to understand why they need to change and
it also help them to be motivated to change.