The document discusses organizational change and two prominent models for managing change: Lewin's three-step model of unfreezing, changing, and refreezing, as well as Kotter's eight-step process for leading change. It also presents a case study of how Kotter's eight steps were applied to improve safety standards at a railroad company.
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsSamuli Pahkala
1. The document outlines Kotter and Rathgeber's 8-step process for successful organizational change which includes creating a sense of urgency, forming a guiding team, developing a vision and strategy, communicating the vision, empowering others to act, creating short-term wins, building on initial successes, and integrating changes into the organizational culture.
2. It provides examples for each step such as screening presentations to help others see the need for change and removing barriers so those who want to implement the vision can do so.
3. The overall message is that following this 8-step process can help organizations successfully implement changes and adapt to new conditions.
This document outlines Kotter's 8-step change model for implementing successful organizational change, including creating urgency, forming a coalition, creating a vision, communicating the vision, removing obstacles, creating short-term wins, building on the change, and anchoring changes in corporate culture. Employees are asked to discuss creating a vision for change and to complete a survey ranking which steps of the process seem easiest and hardest.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
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.
Training Assessment & Training Plan
- Assess training needs based on impact assessment
- Develop training objectives, content, delivery methods
- Schedule training sessions
- Develop training materials and logistics
- Validate training approach with project team
Source: Prosci 2012
Develop Overall Project
Communication Plan
41
Develop Communication Plan
Identify Stakeholders
Identify Communication Channels
Develop Communication Calendar
Develop Communication Templates
Validate Communication Plan
The document outlines John Kotter's 8-stage process for leading organizational change. The 8 stages are: 1) establish a sense of urgency, 2) create a guiding coalition, 3) develop a vision and strategy, 4) communicate the change 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. The first 6 stages build momentum for change, while stages 7-8 focus on ensuring the changes stick and become embedded in the organizational culture.
Failure of changes, characteristics of effective changeDr. Ajith Sundaram
The document describes Kotter's 8-step model for leading change and reasons why organizational changes may fail. It then provides a case study of how Norfolk Southern railroad applied the model to improve safety culture. Katie created urgency around safety, formed a guiding coalition called the "Iceberg Group" to develop a new safety vision. They communicated the vision at daily briefings and overcame barriers by appealing to workers' families. Short-term wins from reduced injuries built momentum. The culture change aims to make safety improvements permanent through ongoing leadership from the Iceberg Group.
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsSamuli Pahkala
1. The document outlines Kotter and Rathgeber's 8-step process for successful organizational change which includes creating a sense of urgency, forming a guiding team, developing a vision and strategy, communicating the vision, empowering others to act, creating short-term wins, building on initial successes, and integrating changes into the organizational culture.
2. It provides examples for each step such as screening presentations to help others see the need for change and removing barriers so those who want to implement the vision can do so.
3. The overall message is that following this 8-step process can help organizations successfully implement changes and adapt to new conditions.
This document outlines Kotter's 8-step change model for implementing successful organizational change, including creating urgency, forming a coalition, creating a vision, communicating the vision, removing obstacles, creating short-term wins, building on the change, and anchoring changes in corporate culture. Employees are asked to discuss creating a vision for change and to complete a survey ranking which steps of the process seem easiest and hardest.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
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.
Training Assessment & Training Plan
- Assess training needs based on impact assessment
- Develop training objectives, content, delivery methods
- Schedule training sessions
- Develop training materials and logistics
- Validate training approach with project team
Source: Prosci 2012
Develop Overall Project
Communication Plan
41
Develop Communication Plan
Identify Stakeholders
Identify Communication Channels
Develop Communication Calendar
Develop Communication Templates
Validate Communication Plan
The document outlines John Kotter's 8-stage process for leading organizational change. The 8 stages are: 1) establish a sense of urgency, 2) create a guiding coalition, 3) develop a vision and strategy, 4) communicate the change 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. The first 6 stages build momentum for change, while stages 7-8 focus on ensuring the changes stick and become embedded in the organizational culture.
Failure of changes, characteristics of effective changeDr. Ajith Sundaram
The document describes Kotter's 8-step model for leading change and reasons why organizational changes may fail. It then provides a case study of how Norfolk Southern railroad applied the model to improve safety culture. Katie created urgency around safety, formed a guiding coalition called the "Iceberg Group" to develop a new safety vision. They communicated the vision at daily briefings and overcame barriers by appealing to workers' families. Short-term wins from reduced injuries built momentum. The culture change aims to make safety improvements permanent through ongoing leadership from the Iceberg Group.
This document outlines 8 steps for transforming an organization as proposed by John P. Kotter: 1) Establish a sense of urgency, 2) Form a powerful guiding coalition, 3) Create a vision, 4) Communicate the vision, 5) Empower others to act on the vision, 6) Plan for and create short-term wins, 7) Consolidate improvements and produce more change, 8) Institutionalize new approaches. Each step provides actions to take and potential pitfalls to avoid to successfully implement organizational transformation.
Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic ToolAlistair McKinnell
Agile transitions tend to imply organizational change. According to change expert John Kotter 70% of all major change efforts in organizations fail. Is it any wonder that so many agile transitions deliver only lukewarm results?
Kotter's 8-step model provides a framework for leading organizational change. The 8 steps are: (1) increase urgency, (2) build guiding teams, (3) create a change vision, (4) communicate for buy-in, (5) enable action, (6) create short-term wins, (7) don't let up, and (8) make it stick. Each step includes strategies for implementation such as setting goals, removing obstacles, recognizing achievements, and reinforcing new values through hiring and training. The model was developed based on Kotter's study of successful change initiatives and is designed to drive organizational transformation through engaging employees and establishing the necessary conditions for change to take hold.
Kotter's 8-Step Change Model outlines an 8-step process for leading change in organizations: 1) establish a sense of urgency, 2) form a powerful coalition, 3) create a vision, 4) communicate the vision, 5) remove obstacles, 6) create short-term wins, 7) build on the change, and 8) anchor new approaches in the culture. The model is based on Kotter's research of successful change initiatives at various organizations. While presented linearly, the steps are actually an ongoing cycle to maintain momentum of change. Each step provides actions leaders can take to guide their organization through the change process.
Kotter Leading Change Article PresentationMayank Kumar
Kotter identifies 8 common errors that can cause transformation efforts to fail:
1) Not establishing a great enough sense of urgency about the need for change.
2) Not creating a powerful enough guiding coalition to lead the change effort.
3) Lacking a clear and compelling vision to direct the change.
4) Undercommunicating the vision by a factor of ten, so employees do not understand it or buy into it.
5) Not removing obstacles to the new vision, such as outdated policies and structures.
6) Not systematically planning for and creating short-term wins to maintain momentum and morale.
7) Declaring victory too soon before the change is fully embedded in the culture.
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
The document summarizes Kotter's 8-step change model for leading organizational change. It explains that each of the 8 steps addresses a common error that causes change initiatives to fail. The 8 steps are: establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the organizational culture. The document also discusses the differences between management and leadership and the importance of leadership for successful organizational transformations.
Organizational change can be caused by internal or external forces. It affects structures, procedures, and social structures, causing resistance from people accustomed to the status quo. Change management is defined as continuously aligning an organization with the marketplace more responsively than competitors. There are three types of change - adaptive, innovative, and radically innovative. The change process involves recognition of problems, invention of solutions, experimentation, and reinforcement. Key roles in change include change agents, corporate management, consultants, implementation teams, and task forces. Culture and internal/external factors also influence change management practices.
The document summarizes key points from the book "Leading Change" by John Kotter. It discusses how the need for change has increased significantly in business over the past 20 years. Major change is difficult to implement and requires strong leadership to establish direction and motivate others, as well as effective management. Kotter outlines an 8-stage process for creating major change that includes establishing urgency, forming a guiding coalition, developing and communicating a vision, and anchoring new approaches in the organizational culture. Lastly, it discusses the importance of lifelong learning and being open to change.
8 reasons why organizations fail to changeJames Saliba
The document summarizes key points from John Kotter's book "Leading Change" about successfully leading organizational change. It discusses that establishing a high sense of urgency is critical to avoid complacency. It also emphasizes that major change requires the active support of top leadership as well as a committed team. Additionally, it notes that change efforts need a compelling vision to guide actions and short-term goals to maintain momentum, as real transformation takes time and changes must be deeply embedded in the organizational culture to stick.
The document outlines John Kotter's 8-step process for leading change which includes creating urgency, building a guiding team, developing a vision and strategy, communicating for buy-in, empowering action, creating short-term wins, maintaining momentum, and anchoring changes in the culture. Participants were divided into groups to discuss how each step could be implemented using data, engagement, and sustainability strategies like social media campaigns, newsletters, awards programs, and annual reports. The goal was to get creative in leading and managing organizational change over the long run.
This document outlines John Kotter's 8 steps for leading organizational change which include increasing urgency around the need for change, forming a guiding coalition, creating a vision for change, communicating the vision, empowering employees to implement change, creating short-term wins, building on changes, and making changes stick within the organization. The 8 steps are increased urgency, executive sponsorship, set the vision, communicate for buy-in, empower employees, create short-term wins, don't let up, and make change stick.
Kotters' 8 Steps for Change Teague for Funding Healthcare for Older AdultsPruett GerontologyCenter
This document summarizes Kotter's 8-step model for leading change and provides examples of how it could be applied to create a national strategy for long-term care in the US. The 8 steps are: 1) Establish urgency 2) Form a guiding coalition 3) Develop a vision 4) Communicate the vision 5) Empower action 6) Generate short-term wins 7) Consolidate gains and incorporate changes 8) Anchor new approaches in culture. The document outlines actions that could be taken under each step to address the growing needs of an aging population and deficiencies in long-term care financing.
The document discusses John Kotter's eight-step change management framework, which provides guidance for leading successful organizational transformations. The eight steps are: establishing a sense of urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. The framework emphasizes establishing urgency for change, assembling a team to lead the effort, creating and communicating a clear vision, and empowering employees throughout the organization to act on the vision.
The document summarizes John Kotter's 8-step model for leading organizational change. The model is based on an 8-step process and emphasizes an emotional approach to change versus an analytical one. The steps include increasing urgency, building a guiding coalition, developing a change vision, communicating the vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. Kotter's research found that successful change efforts follow this process and focus on embracing change emotionally rather than just analytically.
John. p kotter eight steps change model (article)Karl Heinz
This document outlines the key points from an article about John Kotter's eight stages of leading organizational change. It provides details on Kotter's core objective to discuss why transformation efforts fail and strategies for success. The presentation then describes each of the eight stages, including establishing urgency, forming a coalition, creating a vision, communicating the vision, empowering others, creating short-term wins, building on changes, and anchoring new approaches in the culture. It notes common errors at each stage like underestimating urgency, lack of strong leadership, and declaring victory too soon.
Kotter's change theory outlines an 8-step process for managing change: 1) create urgency, 2) form a powerful coalition, 3) create a vision, 4) communicate the vision, 5) empower people to fulfill the vision, 6) recognize and reward achievements, 7) consolidate gains and make changes permanent, and 8) anchor new approaches in the culture. The steps involve assessing needs for change, building support networks, setting goals, encouraging participation, and reinforcing changes until they become institutionalized.
Gabarro, Kotter, and Ciampa On Leadership, Transition, and ChangeJJAnthony
The document discusses leadership transitions and the process of change management. It identifies different types of executive transitions and outlines several stages of the "taking charge" process for new leaders. These include taking hold, immersion, reshaping, consolidation, and refinement. Successful transitions are said to involve assessing the organization, building a team, making timely changes to address problems, and gaining trust. The document also references Kotter's eight stages of creating major change and stresses the importance of new leaders overlapping learning and planning to generate early momentum and support for their change agenda.
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
The document outlines John Kotter's 8-step process for leading organizational change, which includes establishing a sense of urgency, forming a powerful coalition, creating a vision for change, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. The document provides contact information for a learning and development consultant who facilitates the Kotter change model.
The document discusses how to cope with change when the world is shifting or melting. It uses the metaphor of an iceberg melting to represent facing difficult problems and the need for change. It outlines eight steps to guide the change process: 1) create a sense of urgency; 2) select a diverse group to guide the change; 3) collaborate to create a new vision; 4) communicate the vision; 5) remove obstacles; 6) create early successes; 7) establish the change firmly; and 8) honor traditions while embracing the future. The document emphasizes that change is difficult but necessary, and a growth mindset is important to embrace change.
This document outlines 8 steps for transforming an organization as proposed by John P. Kotter: 1) Establish a sense of urgency, 2) Form a powerful guiding coalition, 3) Create a vision, 4) Communicate the vision, 5) Empower others to act on the vision, 6) Plan for and create short-term wins, 7) Consolidate improvements and produce more change, 8) Institutionalize new approaches. Each step provides actions to take and potential pitfalls to avoid to successfully implement organizational transformation.
Agile Transition in Trouble? Using the Kotter Change Model as a Diagnostic ToolAlistair McKinnell
Agile transitions tend to imply organizational change. According to change expert John Kotter 70% of all major change efforts in organizations fail. Is it any wonder that so many agile transitions deliver only lukewarm results?
Kotter's 8-step model provides a framework for leading organizational change. The 8 steps are: (1) increase urgency, (2) build guiding teams, (3) create a change vision, (4) communicate for buy-in, (5) enable action, (6) create short-term wins, (7) don't let up, and (8) make it stick. Each step includes strategies for implementation such as setting goals, removing obstacles, recognizing achievements, and reinforcing new values through hiring and training. The model was developed based on Kotter's study of successful change initiatives and is designed to drive organizational transformation through engaging employees and establishing the necessary conditions for change to take hold.
Kotter's 8-Step Change Model outlines an 8-step process for leading change in organizations: 1) establish a sense of urgency, 2) form a powerful coalition, 3) create a vision, 4) communicate the vision, 5) remove obstacles, 6) create short-term wins, 7) build on the change, and 8) anchor new approaches in the culture. The model is based on Kotter's research of successful change initiatives at various organizations. While presented linearly, the steps are actually an ongoing cycle to maintain momentum of change. Each step provides actions leaders can take to guide their organization through the change process.
Kotter Leading Change Article PresentationMayank Kumar
Kotter identifies 8 common errors that can cause transformation efforts to fail:
1) Not establishing a great enough sense of urgency about the need for change.
2) Not creating a powerful enough guiding coalition to lead the change effort.
3) Lacking a clear and compelling vision to direct the change.
4) Undercommunicating the vision by a factor of ten, so employees do not understand it or buy into it.
5) Not removing obstacles to the new vision, such as outdated policies and structures.
6) Not systematically planning for and creating short-term wins to maintain momentum and morale.
7) Declaring victory too soon before the change is fully embedded in the culture.
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
The document summarizes Kotter's 8-step change model for leading organizational change. It explains that each of the 8 steps addresses a common error that causes change initiatives to fail. The 8 steps are: establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the organizational culture. The document also discusses the differences between management and leadership and the importance of leadership for successful organizational transformations.
Organizational change can be caused by internal or external forces. It affects structures, procedures, and social structures, causing resistance from people accustomed to the status quo. Change management is defined as continuously aligning an organization with the marketplace more responsively than competitors. There are three types of change - adaptive, innovative, and radically innovative. The change process involves recognition of problems, invention of solutions, experimentation, and reinforcement. Key roles in change include change agents, corporate management, consultants, implementation teams, and task forces. Culture and internal/external factors also influence change management practices.
The document summarizes key points from the book "Leading Change" by John Kotter. It discusses how the need for change has increased significantly in business over the past 20 years. Major change is difficult to implement and requires strong leadership to establish direction and motivate others, as well as effective management. Kotter outlines an 8-stage process for creating major change that includes establishing urgency, forming a guiding coalition, developing and communicating a vision, and anchoring new approaches in the organizational culture. Lastly, it discusses the importance of lifelong learning and being open to change.
8 reasons why organizations fail to changeJames Saliba
The document summarizes key points from John Kotter's book "Leading Change" about successfully leading organizational change. It discusses that establishing a high sense of urgency is critical to avoid complacency. It also emphasizes that major change requires the active support of top leadership as well as a committed team. Additionally, it notes that change efforts need a compelling vision to guide actions and short-term goals to maintain momentum, as real transformation takes time and changes must be deeply embedded in the organizational culture to stick.
The document outlines John Kotter's 8-step process for leading change which includes creating urgency, building a guiding team, developing a vision and strategy, communicating for buy-in, empowering action, creating short-term wins, maintaining momentum, and anchoring changes in the culture. Participants were divided into groups to discuss how each step could be implemented using data, engagement, and sustainability strategies like social media campaigns, newsletters, awards programs, and annual reports. The goal was to get creative in leading and managing organizational change over the long run.
This document outlines John Kotter's 8 steps for leading organizational change which include increasing urgency around the need for change, forming a guiding coalition, creating a vision for change, communicating the vision, empowering employees to implement change, creating short-term wins, building on changes, and making changes stick within the organization. The 8 steps are increased urgency, executive sponsorship, set the vision, communicate for buy-in, empower employees, create short-term wins, don't let up, and make change stick.
Kotters' 8 Steps for Change Teague for Funding Healthcare for Older AdultsPruett GerontologyCenter
This document summarizes Kotter's 8-step model for leading change and provides examples of how it could be applied to create a national strategy for long-term care in the US. The 8 steps are: 1) Establish urgency 2) Form a guiding coalition 3) Develop a vision 4) Communicate the vision 5) Empower action 6) Generate short-term wins 7) Consolidate gains and incorporate changes 8) Anchor new approaches in culture. The document outlines actions that could be taken under each step to address the growing needs of an aging population and deficiencies in long-term care financing.
The document discusses John Kotter's eight-step change management framework, which provides guidance for leading successful organizational transformations. The eight steps are: establishing a sense of urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. The framework emphasizes establishing urgency for change, assembling a team to lead the effort, creating and communicating a clear vision, and empowering employees throughout the organization to act on the vision.
The document summarizes John Kotter's 8-step model for leading organizational change. The model is based on an 8-step process and emphasizes an emotional approach to change versus an analytical one. The steps include increasing urgency, building a guiding coalition, developing a change vision, communicating the vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. Kotter's research found that successful change efforts follow this process and focus on embracing change emotionally rather than just analytically.
John. p kotter eight steps change model (article)Karl Heinz
This document outlines the key points from an article about John Kotter's eight stages of leading organizational change. It provides details on Kotter's core objective to discuss why transformation efforts fail and strategies for success. The presentation then describes each of the eight stages, including establishing urgency, forming a coalition, creating a vision, communicating the vision, empowering others, creating short-term wins, building on changes, and anchoring new approaches in the culture. It notes common errors at each stage like underestimating urgency, lack of strong leadership, and declaring victory too soon.
Kotter's change theory outlines an 8-step process for managing change: 1) create urgency, 2) form a powerful coalition, 3) create a vision, 4) communicate the vision, 5) empower people to fulfill the vision, 6) recognize and reward achievements, 7) consolidate gains and make changes permanent, and 8) anchor new approaches in the culture. The steps involve assessing needs for change, building support networks, setting goals, encouraging participation, and reinforcing changes until they become institutionalized.
Gabarro, Kotter, and Ciampa On Leadership, Transition, and ChangeJJAnthony
The document discusses leadership transitions and the process of change management. It identifies different types of executive transitions and outlines several stages of the "taking charge" process for new leaders. These include taking hold, immersion, reshaping, consolidation, and refinement. Successful transitions are said to involve assessing the organization, building a team, making timely changes to address problems, and gaining trust. The document also references Kotter's eight stages of creating major change and stresses the importance of new leaders overlapping learning and planning to generate early momentum and support for their change agenda.
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
The document outlines John Kotter's 8-step process for leading organizational change, which includes establishing a sense of urgency, forming a powerful coalition, creating a vision for change, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. The document provides contact information for a learning and development consultant who facilitates the Kotter change model.
The document discusses how to cope with change when the world is shifting or melting. It uses the metaphor of an iceberg melting to represent facing difficult problems and the need for change. It outlines eight steps to guide the change process: 1) create a sense of urgency; 2) select a diverse group to guide the change; 3) collaborate to create a new vision; 4) communicate the vision; 5) remove obstacles; 6) create early successes; 7) establish the change firmly; and 8) honor traditions while embracing the future. The document emphasizes that change is difficult but necessary, and a growth mindset is important to embrace change.
This document outlines John Kotter's 8-step process for leading organizational change and how it informs the methodology of a change management consulting firm. It introduces John Kotter as an expert in change management and describes the 8 steps as: 1) create a sense of urgency, 2) form a powerful coalition, 3) create a vision, 4) communicate the vision, 5) empower action, 6) generate short-term wins, 7) sustain acceleration, and 8) institute change in the culture. It then outlines the consulting firm's methodology which is based on Kotter's model and focuses on assessment, vision/strategy development, communication, empowering change agents, generating wins, and sustaining/institutionalizing change.
This document outlines 9 steps to achieve your goals: 1) Define your specific, achievable goal; 2) Set a deadline; 3) Identify your underlying purpose; 4) Recognize the benefits; 5) Instill self-belief through affirmations and visualization; 6) Identify potential obstacles; 7) Seek solutions to overcome obstacles; 8) Practice visualizing achieving your goal; 9) Create a step-by-step action plan with milestones and tasks. Taking these steps will help you stay focused and motivated to turn your dreams into a reality.
Fred, a penguin living on a melting iceberg, tries to warn the other penguins of the impending danger. After facing resistance, he convinces the penguin leadership council of the threat. They develop a plan to change the penguins' nomadic lifestyle. This involves communicating the vision, empowering volunteers, and creating short-term wins to build support for the long-term change of finding a new home. Through following the eight steps of successful change, the penguin colony is able to adapt to their changing environment.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
MHRM587Foundational Model of ChangeManaging change is a .docxannandleola
MHRM587
Foundational Model of Change
Managing change is a complex process. Change does not occur in one great swoop. Few organizations manage the process as well as they would like. In order to make change work, organizations need to follow a process to enhance the probability of success versus just “winging it.” The following model of change provides one useful way to think about creating and implementing organization-wide change.
Basic Change Process Model
Consideration
Stimulus Driving Forces
Pre-Change
Validate Need
Preparation
Commit
Do –Check – Act
Implementation
RESULT
New Normal
Change
Active
Conscious
Culture
Passive
Unconscious
Pre-Change Paradigm
This is the first stage of the change journey.
Without a paradigm that encourages “active searching,” organizations can ignore important early warning signs and wait until a crisis highlights the need for change (i.e., scenario planning)
Make sure you know what is important?
Who is important?
What do they want?
How are you doing?
What could be improved?
Stimulus (Driving Forces) & Assessment
What are the driving forces or antecedents to change—internal and external.
How do these driving forces influence the organization’s business model and force new requirements for success?
Is change really necessary? Deciding the status quo is preferable is a productive learning activity.
Caution #1: What must be guarded against is any denial that any driving forces or stimuli for change exist.
Caution #2: Or when it’s recognized that change is required, the “disconfirming data” may induce anxiety which can obviate the change as necessary
Sound analysis of driving forces is a prerequisite to good change strategy
Validate Need
Establish compelling need for change.
Create a sense of urgency
Begin to create psychological safety
Begin to address the inertia of the existing status quo (resistance to change)
Transformation Leadership key framework in leading change
Preparation
Caution: Avoid premature action without first developing an effective plan for the change
What is the change vision?
What will success look like?
What are the criteria for success?
What resources + administrative support systems will be needed?
What is the timeline for this change?
What kind of change is required? Incremental? Transformational?
Commitment to Act
Is the planned action the most effective and efficient way to deliver the required change?
Begin the “unfreeze” process in the change cycle
Do-Check-Act
(Implementation)
Implementing change is the most challenging aspect of any change effort.
Once the momentum for change has been successfully launched, what is delivered must be effectively managed.
We will introduce several frameworks useful for this purpose during the course:
PDCA Cycle {Plan-Do-Act-Change}
Lewin’s 3-Phase Change Model
Kotter’s 8-Step Model
Nadler’s Congruence Model
McKinsey 7-S Framework + STAR Model
Others
New Normal
As organizational leadership recognizes, rewar ...
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
The document discusses several models of organizational change including Lewin's 3-stage model of change (unfreezing, changing, and refreezing), Leavitt's model focusing on four subsystems that change can impact, and Huse's 7-stage model expanding on Lewin's model. It also discusses sources of resistance to change, types of resistance, strategies for lessening resistance like leadership and clear communication, and a 4-stage process for dealing with resistance involving understanding different people's perspectives.
Nokia has continually adapted to changes in its environment over 150 years, originally starting as a pulp and paper mill and transitioning to rubber, cable wiring, and computer monitors before becoming a world leader in cellular telephones in the 1980s. Forces for organizational change include technology, economic conditions, competition, social and demographic trends, and politics. Planned change aims to improve an organization's ability to adapt and change individual and group behaviors, and is managed through change agents. Resistance to change can take overt or implicit forms and is addressed through communication, participation, support, and other tactics.
This document discusses change management and the process of managing change within organizations. It defines change management as managing the transition from the old way of doing things to the new way. The key stages of change management are preparing for change by increasing urgency and getting buy-in, managing change through effective communication and empowering employees, and reinforcing change by embedding it permanently. Resistance to change can occur due to things like fear of the unknown and lack of communication, but can be reduced through involvement and training.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Are you managing change or vice versa shortChris Kirkness
This document discusses several models and theories for managing organizational change:
- Kurt Lewin's three-stage model of change involving "unfreezing", "changing", and "refreezing" stages.
- John Kotter's eight-step model for leading change, including creating urgency, forming a coalition, communicating vision, removing obstacles, creating short-term wins, and anchoring changes in corporate culture.
- The McKinsey 7S model which examines seven internal elements of an organization: strategy, structure, systems, shared values, style, staff, and skills.
- Additional concepts discussed include the Attitude Bell Curve, barriers to change, and analyzing internal and external drivers requiring organizations to
This document outlines an agenda for a change management training. It includes an introduction to change management concepts like the pace of change, organizational responses to change, and principles of managing change. It discusses Lewin's change model of unfreezing, moving, and refreezing. It also covers Kotter's 8-stage process for creating major change, including establishing urgency, communicating vision, empowering others, and anchoring changes in culture. The training utilizes exercises, assessments, and a case study to help participants understand how to effectively lead and respond to organizational change.
This document provides an overview of Kotter's 8-step change model for managing organizational change. It begins with an introduction to change management and discusses why managing change is important. It then describes each of Kotter's 8 steps in detail: 1) create urgency, 2) form a coalition, 3) create a vision, 4) communicate the vision, 5) empower action, 6) create short-term wins, 7) build on change, and 8) anchor changes in the culture. For each step, it provides strategies for implementation and discusses potential pitfalls. Overall, the document serves as a guide to applying Kotter's model in an organizational change effort.
HBR's 10 Must Reads on Change Management(Классика Harvard Business Review)-20...ssuserc50972
This document summarizes six Harvard Business Review articles on organizational change. It begins with a brief overview of each article, including the title, author, and main topic. The bulk of the document is a summary of the article "Leading Change: Why Transformation Efforts Fail" by John Kotter. It outlines Kotter's eight steps for leading successful organizational change: 1) Establishing a sense of urgency 2) Forming a powerful guiding coalition 3) Creating a vision 4) Communicating the vision 5) Empowering others to act 6) Planning for and creating short-term wins 7) Consolidating improvements and producing more change 8) Institutionalizing new approaches. It explains each step and common pitfalls that can undermine
The document discusses the necessity of organizational change for businesses. It notes that globalization, changing customer needs, competition, and other factors require companies to adapt. The document outlines several challenges to change, including natural human resistance and the need for unified employee efforts. It then describes methods for successful change, like recognizing problems, creating a vision, strong leadership, and evaluating progress gradually. Leaders must guide employees through changes and help overcome resistance. Employees also have an important role by providing information, suggestions, and feedback to help shape and implement changes. Overall, the document emphasizes that organizational change is difficult but crucial for businesses to survive in dynamic market conditions.
The document discusses the key elements of change management including defining change management, the basic elements, phases, and barriers. It outlines the three main pieces of change management as the environment, five basic elements (strategy, culture, structure, technology, employees), and the role of the leader. The five phases of change management are mapped as mapping the influence landscape, identifying resistance types, leveraging negotiation, overcoming resistance, and assembling the puzzle. A case study of Rolex's supply chain initiative is provided as a real-world example of applying change management.
Katie noticed operational and safety issues at Norfolk Southern's Atlanta terminal and was inspired by the book "Our Iceberg is Melting" to create change. She formed a guiding coalition called the "Iceberg Group" to implement Kotter's 8 steps of change. They created a vision for improved safety, communicated it at daily briefings, empowered employees to improve safety personally, achieved an initial goal of 6 months injury-free, and aim to fully embed the changes in the company's culture.
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A Comparison of Five popular Models for Managing Business Changejehovah
Organizational change management (OCM) is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. That is easier said than done.
Nevertheless, there are many management consultants, clinical psychologists and social scientists who have carried out extensive research on the dynamics of change and proposed models and frameworks to understand the same.
We present here a comparison of five popular models. By no means is this list complete. The complexity and unpredictability of human behavior will ensure that the field of change management will continuously produce more frameworks to study and more models to adopt.
This document provides an overview of change management and discusses several key aspects related to managing organizational change. It defines change management and discusses common change management models and theories. It also addresses the drivers of change within organizations, important factors for successful change implementation, and leadership strategies and styles that can influence change. The document emphasizes that change management is an ongoing process rather than a single task, and effective change management is critical for organizations to adapt to today's constantly changing business environment.
Org change for bbm i isem bangalore university (1)Triyogi Triyogi
Organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It is a constant process rather than a single event. The document discusses different approaches to organizational change including total quality management (TQM) and business process reengineering (BPR). It also discusses forces that drive change, both internal such as declining effectiveness, and external such as new technology or competition. Resistance to change is also examined at the individual, group, and organizational levels. Finally, different strategies for minimizing resistance are outlined, including communication, training, employee involvement, and negotiation.
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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7. What Is Change Management? Page “ 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)
10. Employees and Change Page Comfort Zone Comfort Zone Learning Zone Learning Zone Fear Zone Fear Zone
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18. Force Field Analysis II Page http://wc1.smartdraw.com/examples/content/Examples/05_Strategy_&_Planning/Force_Field_Analysis/Force_Field_ Analysis_-_Model_1_L.jpg
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20. Puma Case II Page http://wc1.smartdraw.com/examples/content/Examples/05_Strategy_&_Planning/Force_Field_Analysis/Force_Field_Analysis_-_Model_1_L.jpg
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22. 8 Steps of a Successful Change Page Form a Strong Guiding Coalition Create a Change Vision and Strategy Communicate This Change Vision Empower Others to Act on the Vision Generate Short-Term Wins Consolidate Improvements and Produce More Changes Secure the New Approaches Establish a Sense of Urgency
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34. Our Iceberg Is Melting Page 2. Pull Together the Guiding Team 1. Create a Sense of Urgency
35. Our Iceberg Is Melting Page 3. Develop the Change Vision and Strategy 4. Communicate for Understanding and Buy-in
Change is the only constant. – Heraclitus, Greek philosopher http://www.mindtools.com/pages/article/newPPM_82.htm In other words change happens everywhere and always Change can be thought of as a condition and a process Change as a condition takes place externally, it describes what is happening in the environment and can not be controlled Change as a process is what companies foster internally in response to changes in the environment
We live in a growing and changing marketplace with growing and quick changing competitors Effective strategic leaders understand that change is essential for a company’s success Change can be an opportunity but also threat To benefit from change companies have to continuously adopt their corporate strategy and structure to changing external conditions to stay ahead of the competition If companies do not adapt to the changing markets and demands they might not be able to survive on today’s global market Many companies feel the need to change but face the challenge of not knowing how to go about. Different change management theories have been developed over the last year We will look at the most common approachest - 3-steps of freezing and unfreezing developed by Kurt Lewin in 1947 - eight-step change process developed by John Kotter
Why do 70% of all significant change management initiatives fail to deliver the promised benefits Why such a high failure rate? single biggest reason for the astonishingly high 70% failure rate of all significant change initiatives has been the over-emphasis on process rather than people - the failure to take full account of the impact of change on those people who are most impacted by it - the failure to recognise that organisational change is inextricably intertwined with personal 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
The world is moving fast so it tell us sth what is very important that Kaizen, the continuous improvement is no longer enough, it is essential but it won’t make the big leaps to win, to offer great products and services that we need. 70 percent of the time it was found that the companies that want to make the big change fail either they don’t do it at all or they do it only half way but the good news is that about 5 percent of the companies do succeed and there is a pattern in the way they do it. It doesn’t matter where are they from US, Korea, bigger, smaller, profit or non profit. The pattern has 8 steps in it.
What is urgency is fundamentally an attitude, the way of being, the way of feeling, the way of thinking. We need the urgency the way things are changing. Faster the world moves the more you need to change. Right at the beginning of successful change you need the sense of urgency going. And if you don’t, everything slows down, everything is tougher, things are getting frustrating hence the sense of urgency is very important. How does a sense of urgency benefits the organization? False sense of urgency people are moving around it’s only activity. Urgency is different cause it’s determined with this gut level to move now, win. It is based on realistic sense that there are great things out there, opportunities and hazards. It is a set of behaviour which is not just running around but it is running around in smart ways. It’s there that you see the important things therefore focus on them. So many people think that they don’t have the problem with establishing a sense urgency in the organization but they have this state within the organization that gets them nowhere. And this stage is very crucial for a change since those companies that fail to recognise that they are missing this sense of urgency might fail in the process of the change.
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.
Atlanta is the rail center of the South and has become one of the five most important distribution centers in North America
Our Iceberg Is Melting is a simple fable about doing well in an ever-changing world it is a story that has been used to help thousands of people and organizations. The fable is about a penguin colony in Antarctica.live for many years one curious bird discovers a potentially devastating problem threatening their home, and pretty much no one listens to him The characters in the story, Fred, Alice, Louis, Buddy, the Professor, and NoNo, are like people we recognize — even ourselves
Fred studied his observations, if the iceberg would melt many of the older and younger bird would die There was no plan for how to deal with such as catastrophe He was not one of the leaders of the colony (not even a son, brother or father of one of the leaders of the colony) He remeberd how Harald was treated when he once suggested that their home was becoming more fragile When no one seemed interested (some where just not interested and others treated him differently) The leadership council also called the Group of Ten, led by the Head Penguin Alice was one of the ten bosses (she was a tough, practical bird who had a reputation for getting things done) Fred her of his statistics she had a look and was magnivite Alice invited Alice to the next leadership council meeting Create a Sense of Urgency Help others see the need for change and the importance of acting immediately. 2. Pull Together the Guiding Team Make sure there is powerful group guiding the change-one with leadership skills, bias for action, credibility, communication ability, authority and analytical skills.
3. Develop the Change Vision and Strategy Clarify how the future will be different from the past and how you can make that 4. Communicate for Understanding and Buy-in Make sure as many others as possible understand and accept the vision and the strategy.
5. Empower Others to Act Remove as many barriers as possible so that those who want to make the vision a reality can do so. 6.Produce Short-Term Wins Create some visible, unambiguous success as soon as possible.
Behaviors in her company mirrored penguins’ behaviors - People would see a complex problem, and then either ignore it or wait for someone else to fix it Faced enormous challenge in getting her older co-workers convinced that penguins story could help organization Most co-workers were skeptic also her manager She persevered him to read it He gave Katie approval to start applying learnings Create a Sence of Urgency: Trying to create a willingness to raise safety and operational standards People began to feel that urgency was more than just the latest fad Process of raising urgency level inside company took about 2 months After sufficient urgency was raised Formed “The Iceberg Group“ consisted of 9 people from different parts of organization
Largest barrier raising bar on safety standards How can you make people really care about the highest possible safety standards, when current standards are already high? Make it personal - Forced people to think about their families Over time people started to change their behavior Created a high level of engagement with crew Iceberg Group set a goal for a short term win – six months injury free and communicated it broadly Has gone almost 9 months injury free and down about 97%