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Leading Change

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Kotter s Eight Stage Process for Leading Change - continued Empower Employees for Broad-Based Action Generate Short-Term Wins Consolidate Gains and Produce More ... – PowerPoint PPT presentation

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Title: Leading Change


1
Leading Change
  • L.H. Newcomb
  • Professor Emeritus
  • College of Food, Agricultural, and Environmental
    Sciences
  • The Ohio State University

2
Objectives
  • The learners will
  • Explain why change is needed in their
    organization
  • Explain the difference between structural change
    and cultural change
  • Explain Kotters eight-step process
  • Begin to develop a strategy to lead change
  • Develop the beginning of a strategy to lead a
    change effort in their current assignment

3
Objectives - continued
  • The learners will
  • Generate ways to increase a sense of urgency
  • Design a preliminary guiding coalition
  • Discuss communication strategies
  • Suggest ideas for short term wins

4
Land Grant Administrators. . .
  • What are tough issues they face?
  • What are impediments in
  • Organization and structure
  • Business practices
  • Organizational culture
  • What makes it difficult for them to make
    significant change?
  • What must they change for the future?

5
Your Position/Area of Influence
  • Identify a significant change that is absolutely
    needed.
  • Examples might be
  • Reorganization
  • Changing the reward system
  • Eliminating functions
  • Dramatic altering of the portfolio of efforts
  • Destroying silos
  • Merging with another unit

6
Your Position/Area of Influence
  • Identify something
  • that is real for your situation
  • that you care about
  • where you want to make progress
  • where applying what you learn here could help
    accomplish it
  • Describe what is
  • Describe what you envision must be

7
Kotters Eight Stage Process for Leading Change
  • Establish a Sense of Urgency
  • Create the Guiding Coalition
  • Develop a Vision and Strategy
  • Communicate the Change Vision
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

8
Kotters Eight Stage Process for Leading Change -
continued
  • Empower Employees for Broad-Based Action
  • Generate Short-Term Wins
  • Consolidate Gains and Produce More Change
  • Anchor New Approaches in the Culture
  • Kotter, J. P. (1996). Leading Change. Boston
    Harvard Business School Press. p. 21.

9
Behavior Patterns that Create Paralysis
  • Each unit/individual for itself
  • Hierarchy rules
  • Consensus at all costs
  • Always have the right answer
  • Whatever is done must be done by all
  • All will agree to whatever is decided

10
A New Set of Rules
  • Questions are more compelling than answers.
  • Learning is more a function of critical thinking
    than being right.
  • Purposeful experimentation is more important than
    predictive thinking.
  • How could you use this notion to help you lead
    change where you are now?

11
Sources of ComplacencyKotter, J. P. (1996).
Leading Change. Boston Harvard Business School
Press. p. 40.
  • The absence of a major and visible crisis
  • Too much happy talk Too many visible
  • from senior management resources
  • Human nature, with its Low overall
  • capacity for denial performance
  • especially if people are standards
  • already busy or stressed
  • A kill-the-messenger-of
    Organizational
  • bad-news, low-candor, structures
    that focus
  • low-confrontation culture employees
    on narrow
  • functional goals

COMPLACENCY
12
Building a Coalition That Can Make Change Happen
  • Find the Right People
  • With strong position power, broad expertise, and
    high credibility
  • With leadership and management skills, especially
    the former

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. pp. 57-61.
13
Discussion Create Trust
  • How can you create trust within your organization?

14
Empowerment
  • People wont help when they feel powerless
  • Move commitment to change AND participation in
    change out beyond the guiding coalition and the
    management team
  • Beyond the umbrella organization

15
Discussion - Empowerment
  • What can you do to empower people to lead,
    assist, and enable change in your organization?
  • What are you willing to try?
  • What are you will to assault to make progress in
    this area?

16
The Role of Short-Term Wins
  • Provide evidence that sacrifices are worth it
    Wins greatly help justify the short-term costs
    involved.
  • Reward change agents with a pat on the back
    After a lot of hard work, positive feedback
    builds morale and motivation.

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. p. 123.
17
The Role of Short-Term Wins
  • Help fine-tune vision and strategies Short-term
    wins give the guiding coalition concrete data on
    the viability of their ideas.
  • Be willing to keep building the bridge as you
    cross it.
  • Undermine cynics and self-serving resisters
    Clear improvements in performance make it
    difficult for people to block needed change.

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. p. 123.
18
The Role of Short-Term Wins
  • Keep bosses on board Provide those higher in
    the hierarchy with evidence that the
    transformation is on track.
  • Building momentum Turns neutrals into
    supporters, reluctant supporters into active
    helpers, etc.

Kotter, J. P. (1996). Leading Change. Boston
Harvard Business School Press. p. 123.
19
Discussion Short Term Wins
  • What might some short term wins be for the
    change effort you are committed to leading?
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