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Change Management - Kotter

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Craig Moore

on 20 August 2013

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Transcript of Change Management - Kotter

Leading Change

"Change is the only constant" Heraclitus, Greek Philosopher

Most change initiatives designed to:
Boost quality
Improve culture
Reverse a corporate death
Generate lukewarm results...many fail!

2. Form a Powerful Coalition
Assemble a group who share the commitment and have the power to make any change happen, ideally across teams.
Work on team building.

Using people who don't know about team work
Giving someone from HR, Quality or a strategic GM the title of leading the team.
3. Create a Vision for Change
5. Remove Obstacles
Identify or hire a change leader who will deliver the change
Recognise and rewards people who change early
Take action to quickly deal with barriers (human or otherwise)
Encourage risk taking, "give it a go".

Failing to deal with powerful individuals who resist the change
Change is a journey, not a destination
Keep Kotter's 8 Steps in mind
All changes are messy and full of surprises
Bear in mind the 20-80-20 rule - it's normal
Expect and allow people to go through stages of grief during your change process
1. Create Urgency
4. Communicate the Vision
Talk about the vision often, outside formal meetings
Communicate it in every way possible
Openly and honestly address concerns
Lead by example and speak about the change positively

Under communicating the vision
Speaking about the change in a negative way
Acting unethically, loss of kudos
6. Create Short-Term Wins
7. Build on the Change
8. Institutionalise the New Approach
Change is managed, not lead
No vision
Project managers don't communicate enough
Managers talk but don't listen
Not creating and demonstrating a short term goal
Paying too much attention to the 20% who resist the change
Change champions
'Sticky' People
Wait & See
Swinging Voter
Kotter's 8 Step Process
John Kotter: Havard Business School
Outlined 8 factors to successful change in any circumstance
Search for a potential crises
Market scenarios with dire consequences
Convince 75% of managers that the status quo is more dangerous than the unknown

Underestimating difficulty in driving people from their comfort zones
Becoming bogged down in the risks
Create a vision that will lead the change effort
Develop a short summary (1-2 sentences) that captures what you "see" as the future
Practice your vision speech often

A complicated or vague vision that your coalition can't describe in < 5 mins
Look for sure-fire wins that don't require the help of critics
Reward those who help at this early stage

Leaving your short-term win up to chance
Failing to score successfully early on
Use your new credibility from early wins to change systems, structures, processes and policies that support the vision
Hire, develop or promote employees who can implement the vision
Keep ideas fresh with new change agents in your coalition
Apply continuous improvement, lean, etc

Declaring success to early - with your first success
Allowing the 20% of resistors to convince the 60% sitting on the fence that the war has been won
Attribute wider successes to your project
Create leadership and succession plans

Not creating a new social norm
Promoting any of the remaining 20% of naysayers into leadership positions
Stages of Change
1. Denial
2. Anger
3. Bargaining
4. Depression
5. Acceptance
Full transcript