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Copy of 8 Stage Process for Leading Change

Summary of John P. Kotter

Tim Kight

on 18 January 2013

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Transcript of Copy of 8 Stage Process for Leading Change

8 Stage Process of Creating Major Change Establish A Sense Of Urgency STEP ONE : * Crucial to gaining cooperation * Reduce complacency and help people
see the opportunities or the crisislike
nature of the situation * Demands BOLD actions Rule of Thumb: Never underestimate the magnitude of the forces that reinforce complacency and help maintain the status quo. * Give people important facts to build a
logical case for change that shows the gap
between current and desired performance * Gain emotional buy-in with a compelling
story or picture that catches attention, speaks
to feelings and emotionally motivates Create The Guiding Coalition STEP TWO : * 3 Important Aspects To A Strong Guiding Team A. Right composition
B. Right level of trust
C. Shared objective * Management and Leadership must work in
tandem the former keeps the whole
process under control, while the latter drives
the change * Effective team is based on a common goal
and TRUST Management Leadership 5+7= (cc) image by anemoneprojectors on Flickr Planning
Problem Solving Defines what the future
should look like
Aligns people
with the vision
Inspires and Motivates
people to make the
vision happen despite
obstacles STEP THREE : Develop A Vision & Strategy 3 Important Purposes of VISION

1. Clarifies a general direction for change,
and simplifies hundreds or thousands of
more detailed decisions.

2. Motivates people to take action in the right
direction--even if first steps are painful.

3. Coordinates the actions of different people
in a remarkably fast and efficient way. 6 Characteristics of an Effective Vision Imaginable Desirable Feasible Focused Flexible Communicable Communicating The Change Vision STEP FOUR : * Simple and jargon free * Verbal Picture- metaphor/analogy * Multiple Forums: big/small meetings
memos/newsletters/website Communication efforts have achieved critical buy-in when you see minimized resistance to change; sufficient belief in the change effort; and trust in the change agents for individuals to commit to the change. * Repetition * Leadership by Example * Explanation of seeming inconsistencies * Give and Take: 2-way communication Communicating Vision Listen and be listened to
Validate the vision with stakeholders
Communicate in a concise, candid, heartfelt manner Empower Employees
for Broad-Based Action STEP FIVE : Remove as many barriers to the implementation of
the change vision as possible and empower people 4 Common Barriers:

1. Structures
2. Training = Skills
3. Align systems with the Vision
4. Confront Supervisors who undercut
needed change "Nothing disempowers people the way a bad boss can."
Be sure to have honest dialogue, confronting with an honest picture of what's needed, and don't let Supervisors undercut change. Role of Short-Term Wins: * Give needed reinforcement and show
that sacrifices are worth it
* Celebrate and pat yourself on the back
* Helps the Guiding Coalition to test its
vision against concrete conditions and
allows for fine-tuning of the vision
* Undermines cynics and self-serving
* Builds MOMENTUM! Generate Short-Term Wins STEP SIX : Short-term wins build credibility for the change process 3 Characteristics of Short-Term Wins:

1. Visible and people can see for themselves
2. Unambiguous....clearly a win!
3. Clearly related to the change effort Running a transformation without serious attention to short-term wins is extremely risky. Consolidate Gains And
Produce More Change STEP SEVEN : Stage 7 in a Successful, Major Change Effort: Anchoring New Approaches
In The Culture STEP EIGHT : "Whenever you hear of a major restructuring, reengineering, or strategic direction in which step 1 is 'changing the culture', you should be concerned that it might be going down the wrong path." More Change, Not Less More Help Leadership from Senior Management Project Management and Leadership From Below Reduction of Unnecessary Interdependencies Don't let up!!!

Actively monitor and measure the progress of the change

Constantly look for ways to keep urgency up

Use new situations opportunistically to launch the next wave of change Comes Last, Not First Depends On Results Requires a Lot of Talk May Involve Turnover Makes Decisions On Succession Crucial Culture: norms of behavior and shared values among a group of people Why is CULTURE powerful?

* Because individuals are selected and indoctrinated so well

* Because the culture exerts itself through the actions of
hundreds or thousands of people

* Because all of this happens without much conscious intent
and thus is difficult to challenge or even discuss Management Leadership 10 % to 30% 70% to 90% Change Successful Transformation Culture is POWERFUL! 8 Common Errors Allowing too much complacency
Failing to create a sufficiently powerful guiding coalition
Underestimating the power of vision
Undercommunicating the vision by a factor of 10 (or 100
or even 1,000)
Permitting obstacles to block the new vision
Failing to create short-term wins
Declaring victory too soon
Neglecting to anchor changes firmly in the corporate culture Summarized by J. Groebner
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