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Dr. Kotter’s methodology of change leadership T

change MANAGEMENT. THE 8-STEP PROCESS FOR leading change . Dr. Kotter's methodology of change leadership T. hirty years of research by leadership guru Dr. business succeed in their primary goal. This leads to John Kotter have proven that 70% of all major unproductive results, and eventually, burnout. change efforts in organizations fail. Why do True urgency - People are clearly focused on making they fail? Because organizations often do not real progress every single day. Urgent behavior is take the holistic approach required to see the change driven by a belief that the world contains great through. opportunities and great hazards. It inspires a gut-level However, by following the 8-Step Process outlined by determination to move, and win, now.

CHANGE MANAGEMENT www.rbsgroup.eu page 1 / 5 THE 8-STEP PROCESS FOR LEADING CHANGE Dr. Kotter’s methodology of change leadership hirty years of research by leadership guru Dr.

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Transcription of Dr. Kotter’s methodology of change leadership T

1 change MANAGEMENT. THE 8-STEP PROCESS FOR leading change . Dr. Kotter's methodology of change leadership T. hirty years of research by leadership guru Dr. business succeed in their primary goal. This leads to John Kotter have proven that 70% of all major unproductive results, and eventually, burnout. change efforts in organizations fail. Why do True urgency - People are clearly focused on making they fail? Because organizations often do not real progress every single day. Urgent behavior is take the holistic approach required to see the change driven by a belief that the world contains great through. opportunities and great hazards. It inspires a gut-level However, by following the 8-Step Process outlined by determination to move, and win, now.

2 Dr. Kotter, organizations can avoid failure and become There are some tried and true ways companies go adept at change . By improving their ability to change , about creating true urgency. Usually the urge is to skip organizations can increase their chances of success, to the doing rather than spend the required time it both today and in the future. Without this ability to takes to get a significant number of employees urgent. adapt continuously, organizations cannot thrive. Here are the most common ways companies fail and Dr. Kotter has proven over his years of research that succeed at establishing true urgency: following The 8-Step Process for leading change will Guaranteed to Fail: The problem in failed change help organizations succeed in an ever-changing world.

3 Initiatives is rarely that the case for change is poorly STEP 1: Create a Sense of Urgency thought out, or not supported with sufficient facts. A. solid business case that has a theoretically Help others feel a gut-level determination to move and "compelling" rationale only appeals to people's head win, now and not their heart. In their rush to make a plan and take action, most Guaranteed to Succeed: Leaders who know what they companies ignore this step indeed close to 50% of are doing will "aim for the heart." They will connect to the companies that fail to make needed change make the deepest values of their people and inspire them to their mistakes at the very beginning.

4 Leaders may greatness. They will make the business case come underestimate how hard it is to drive people out of their alive with human experience, engage the senses, comfort zones, or overestimate how successfully they create messages that are simple and imaginative, and have already done so, or simply lack the patience call people to aspire. necessary to develop appropriate urgency. STEP 2: Creating the Guiding Coalition Leaders who understand the importance of a sense of urgency are good at taking the pulse of their company Putting together a group with enough power to lead the and determining whether the state of the organization change is: No one person, no matter how competent, is capable Complacency - Complacency can occur whether your of single-handedly: organization is at the top of their market or facing developing the right vision, bankruptcy.

5 It's a state where people fail to react to signs that action must be taken, telling themselves and communicating it to vast numbers of people, each other, "Everything is fine." eliminating all of the key obstacles, False urgency - People are busy, working-working- generating short term wins, working, but their actions don't result in helping the page 1 / 5. change MANAGEMENT. leading and managing dozens of change projects, and STEP 3: Developing a change Vision anchoring new approaches deep in an Clarify how the future will be different from the past organization's culture. A clear vision serves three important purposes. First, it simplifies hundreds or thousands of more detailed Putting together the right coalition of people to lead a decisions.

6 Second, it motivates people to take action in change initiative is critical to its success. That coalition the right direction even if the first steps are painful. must have the right composition, a significant level of Third, it helps to coordinate the actions of different trust, and a shared objective. people in a remarkably fast and efficient way. A clear and powerful vision will do far more than an The Importance of Teams to Decision Making authoritarian decree or micromanagement can ever In a rapidly changing world, complex organizations are hope to accomplish. forced to make decisions more quickly and with less Many visions are deceptively mundane. Often the certainty than they would like and with greater sacrifice vision is part of a larger system that includes than they would prefer.

7 It is clear that teams of leaders strategies, plans and budgets. However, the vision is and managers, acting in concert, are the only effective the glue that holds these things together and makes entities that can make productive decisions under sense of them both for the mind and the heart. A good these circumstances. vision can demand sacrifices in order to create a better It is essential that the team develop a level of trust in future for all of the enterprise's stakeholders. one another. This is the glue that makes the team Such visions must be seen as strategically feasible. To function well. In today's world, team building has to be effective, a vision must take into account the happen quickly.

8 Typically, this occurs in an off-site with current realities of the enterprise, but also set forth carefully facilitated activities that allows for team goals that are truly ambitious. Great leaders know how members to make connections between both hearts to make these ambitious goals look doable. When a and minds. vision is undergirded with a strong, credible strategy, it becomes evident to the stakeholders that the vision is Constructing the right team and then combining a level not a pipe dream. of trust with a shared goal in which the team believes A vision must provide real guidance. It must be can result in a guiding coalition that has the capacity to focused, flexible and easy to communicate.

9 It must make needed change happen despite all of the forces both inspire action and guide that action. It should be a of inertia. touchstone for making relevant decisions, but not be The Four Qualities of an Effective Guiding Coalition so constricting as to reduce the possibility of empowering action. Finally, it must be communicable. In putting together a Guiding Coalition, the team as a If it cannot be explained quickly in a way that makes whole should reflect: intuitive sense, it becomes useless. Position Power: Enough key players should be Thus, effective visions have six key characteristics. on board so that those left out cannot block They are: progress.

10 Imaginable: They convey a clear picture of what Expertise: All relevant points of view should be the future will look like. represented so that informed intelligent decisions can be made. Desirable: They appeal to the long-term interest of those who have a stake in the enterprise. Credibility: The group should be seen and respected by those in the firm so that the Feasible: They contain realistic and attainable group's pronouncements will be taken seriously goals. by other employees. Focused: They are clear enough to provide leadership : The group should have enough guidance in decision making. proven leaders to be able to drive the change process. page 2 / 5. change MANAGEMENT.


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