Change has become a necessity so that business processes can be optimized repeatedly. Change Management is a practice that is followed by most project managers and team leaders in an organization to enable changes in that organization. Creating Urgency Timely deliverables are important in project management. According to Kotter, it becomes necessary to develop a sense of urgency in the organization so as to ensure that the work is done on time.
The first three are all about creating a climate for change.
The next on engaging and enabling the organisation. And the last, implementing and sustaining change. From experience we learn that successful change occurs when there is commitment, a sense of urgency or momentum, stakeholder engagement, openness, clear vision, good and clear communication, strong leadership, and a well executed plan.
Whether you are a senior executive, in middle management or part of a project team the research, which is backed up with stories — mini case studies — and exercises, is invaluable. The reading provides straightforward advice that makes much sense — undoubtedly you will have observed what is written.
Creating a Climate for Change Many initiatives fail or at best fall short of their original aim because the organisation either lacks interest in the proposed change effort or spends too much energy resisting the change management process. Unfortunately this energy is often wasted and does very little to move the organisation toward transformational change.
The assumption is that information and analysis followed by executive management approval is enough to change behaviour. Whilst these may be necessary organisational steps they are not needed … right now.
For instance, complacency, immobilisation, self-protection, deviance, pessimism, and holding back.
Urgency sustains change Rather than shoving a project down the throats of operational managers change leaders need to generate a sense of urgency about the task in-hand and get the right team together to deliver transformational change.
Change comes about because there is some underlying crisis: Analysis has the effect of putting the brakes on. Yet crisis has to be dealt with. Sorting out a problem provides the platform to get people talking about what needs to change.
The Heart of Change suggests that we need to break from tradition and start using compelling, eye-catching situations to see problems and solutions. Honest facts and dramatic evidence — customer and stakeholder testimonies — show that change is necessary.
Seeing something new hits people on a deeper emotional level without the usual negative responses and resistance. Building the Guiding Team Creating a sense of urgency helps to bring the right people together. And getting the right people in place is about getting the right team, commitment and trust to do the job.
This is what step 2 is about. It means emotionally honest and open behaviour, speaking the unspeakable, connecting to the feelings of others, and doing so without fear of reprisal.
Most likely you will skirt around the issue and continue to build on a culture of mistrust. Before you can begin to build a guiding team — with the right skills, leadership capacity and credibility — someone has to persuade people that something needs to happen.
That is, to face the issue. This may seem counter-intuitive. Consequently, it can be a good thing to have periods of conflict which bring out the best and worst in people because a change leader will almost certainly emerge; someone who feels great urgency, pulls people together, and defines the guiding team.
Usually top management approve a change project and hand over responsibility to a senior manager who then forms a pseudo-project team or task group to manage the work.
Rarely are these effective structures. They are made of the wrong people and usually have complex and unworkable governance arrangements.
Of course, everyone is polite. And they say the right things. But words rarely translate into concrete actions when trust is low. Therefore members of guiding teams must learn how to be trusting and candid with each other. In The Heart of Change John Kotter and Dan Cohen use a brilliant story by Roland de Vries to illustrate how hopelessly difficult teamwork problems can be overcome with courage and confidence in conviction.
Only then can the guiding team set a clear sense of direction. Getting the Right Vision What is our vision for the future? What change is needed?Mar 05, · Next year will mark the twentieth anniversary of John Kotter’s guide to change management Leading Change, which introduced his 8-Step Process for Leading Change within an organization.
The book. Organizational and personal change management, process, models, tools, plans, change management and business development tips.
Here are some rules for effective management of change. November , Macbeth. Macbeth, set primarily in Scotland, mixes witchcraft, prophecy, and murder. Three "Weïrd Sisters" appear to Macbeth and his comrade Banquo after a battle and prophesy that Macbeth will be king and that the descendants of Banquo will also reign.
Published: Mon, 5 Dec Change is the word that best described of the modern societies and culture. Change occurred in almost every aspects of life. Change presses us out from our comfort zone. Read in 16 minutes The Heart of Successful Change Management.
In John Kotter wrote Leading Change* which looked at what people did to transform their organisations. Kotter introduced an 8-step change model for helping managers deal with transformational change.
This is summarised in Kotter’s 8-step change model. Applying Kotter’s change management model I have previously outlined the importance of change managers having a clear idea of the theory that underpins their change methodology.
In this post I will outline the Kotter International model and give some examples of how I have applied it.