John P. Kotter
The rate of change is not going to slow Down anytime soon. If anything, competition In most industries will probably speed up Even more in the next few decades.
Performance Consultants
Make recommendations
Concepts:
Create a crisis: highlight major weaknesses, allow errors to compound Eliminate obvious examples of excess (company facilities, services,etc Set goals & targets unrealistically high Distribute company-wide performance data highlighting deficiencies to more employees Force interaction with unsatisfied customers, suppliers, shareholders. Use consultants to force more relevant & honest appraisals Bombard people with information on future opportunities, rewards for capitalize on those opportunities, & potential lost opportunities.
Key elements in communicating the vision: Simplicity. All jargon & technobabble must be eliminated. Metaphor, Analogy & Example. A verbal picture is worth a thousand words. Multiple Forums. Big meetings & small, memos, newspapers, formal and informal meetings. Repetition. Ideas sink in only after they have been heard many times Leadership by Example. Behavior by important people that is inconsistent with the vision overwhelms other forms of communication. Explanation of Seeming Inconsistency. Unaddressed inconsistencies undermine the credibility of all communications. Give & Take. Two way communication is always more powerful and one-way communication.
Source: Leading Change, John P. Kotter, 1998
Empowering People to Effect Change Communicate a sensible vision to employees. Make sure structures are compatible with the vision. Provide the training employees need. Align information and personnel systems to the vision. Confront supervisors who undercut needed change.
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Provides evidence that sacrifices are worth it. Reward change agents. Helps fine-tune vision & strategies. Undermine cynics and self-serving registers. Keep bosses on board. Build Momentum.
More change, not less. The guiding coalition uses the credibility afforded by the short-term wins to tackle additional and bigger change projects More Help. Additional people are brought in, promoted and developed to help with all the changes Leadership from Senior Management. Senior people focus on maintaining clarity of shared purpose, keeping urgency levels up. People management & leadership from below. Lower ranks in the hierarchy provide both leadership & management for specific projects. Reduction of unnecessary interdependencies. To make change easier in both short/long-term, managers identify and eliminate unnecessary organizational interdependencies.
Concepts:
Culture changes come last, not first. Most alteration in norms & shared values come at the end of the transformation process Results matter. New approaches usually sink into a culture only after it is very clear that they work and are superior to the old methods. Requires a lot of talk. Without verbal instruction and support, people are reluctant to admit the validity of new practices. May involve turnover. Sometime the only way to change a culture is to change key people. Makes decision on succession crucial. If promotion processes are not changed to be compatible with the new practices, the old culture will reassert itself