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Managing Change (Kotter's 8 step process (1) Create Urgency
People…
Managing Change
Kotter's 8 step process
1) Create Urgency
People must want change, develop a need for change, spark initial motivation, identify potential threats, examine opportunities, start discussions and requires support
2) Form a powerful Coalition
Involves pulling together like-minded people, need to convince change is necessary, Identify strong leaders, work on team building and examine for weaknesses
3) Create a vision for change
A clear vision will help everyone to understand. Determine values, central for change, develop a short summery about the future of the business, create a strategy
4) Communicate the Vision
Communicate it frequently and clearly, use vision daily to make decisions and solve problems, address people's concerns and anxieties, apply vision to all aspects, lead by example
5) Remove Obstacles Ensure processes are in line, removing obstacles, ensure people can be empowered. Identify leaders to deliver change, recognises and rewards those who allow change, identify those resisting change, take action to remove obstacles
6) Create Short Term wins Create short term targets and praise staff for meeting them. Improves motivation
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8) Anchor changes in corporate culture To make change stick, it needs become a part of the core, continuous effort needs taken to ensure change is in every aspect. Talk about progress, recognise members of original change coalition
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Galbraith's Star Model
Strategy - companies formula for winning, specifies goals and objectives to be achieved
Structure - Determines placement of power and authority, having the correct structure ensures happiness and that the business is fit for purpose
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Rewards- Aligns the goals of the employee with organisation, provides motivation and as an incentive for the competition of strategic direction
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Reasons for Resistance
Fear - fear of losing job, fear ideas won't work
Insufficient Information - Not enough information, hesitant to change
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Importance of Leadership
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Stay connected with employees - understanding concerns and opinions need to be direct and transparent
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Kurt Lewin's Model
Unfreeze
- preparing organisation to accept change
- Must breakdown existing status quo, before rebuilding a new way of operating
- Develop a compelling message on why existing way can't continue
- challenge beliefs, values and behaviours
- Force a re-examination of the core, 'controlled crisis' is created
Change
- resolve uncertainty and look for new ways to do things
- People believe and start acting to support new direction
- People embrace new direction and act proactively
- People need to understand how it will benefit them
Refreeze
- changes are taking shape and people are embracing change
- signs of refreeze are, stable organisational chart, consistent job descriptions
- People will need to internalise changes
- People will feel confident