Want more? Advanced embedding details, examples, and help! The change problem and its solution. Transforming organizations : why firms fail -- Successful change and the force that drives it -- pt. The eight-stage process. Establishing a sense of urgency -- Creating the guiding coalition -- Developing the guiding coalition -- Developing a vision and strategy -- Communicating the change vision -- Empowering employees for broad-based action -- Generating short-term wins -- Consolidating gains and producing more change -- Anchoring new approaches in the culture -- pt.
Implications for the twenty-first century. The organization of the future -- Leadership and lifelong learning "What will it take to bring your organization successfully into the twenty-first century?
The world's foremost expert on business leadership distills twenty-five years of experience and wisdom based on lessons he has learned from scores of organizations and businesses to write this visionary guide.
The result is a very personal book that is at once inspiring, clear-headed, and filled with important implications for the future. Yet the methods managers have used in the attempt to transform their companies into stronger competitors - total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds - routinely fall short, says Kotter, because they fail to alter behavior.
The book identifies an eight-step process that every company must go through to achieve its goal, and shows where and how people - good people - often derail. There are no reviews yet. Be the first one to write a review.
Books for People with Print Disabilities. A short summary of this paper. Leading Change by John Kotter 1 Leading Change by John Kotter Kotter is a pioneer and veteran writer on organizational change and gave an eight-stage process for effective change management in this book.
It is one of his simpler expositions of the field of change management, but could hardly be described as simplistic. In this book he distilled the key points for anyone anywhere to use for any kind of change management. Its simplicity makes it all the more profound. Kotter proposed eight main steps in leading change: establishing a sense of urgency; creating the guiding coalition; developing a vision and strategy; communicating the change vision; empowering employees for broad-based action; generating short-term wins; consolidating gains and producing more change; and anchoring new approaches in the culture.
Establishing a Sense of Urgency Most people hate change. Few people, like Kotter, are pioneers and thrive on change. The fact is, however, that society is changing so rapidly that people and especially companies must change to survive and thrive, like never before. If they do not, at best they will be left behind, and at worst they will perish. Before people can become willing to change they must be convinced of the need to change. If they are not completely sold on the absolute requirement to break the status quo, then it will be a difficult task that will be accompanied by a lot of resistance.
Dieter Thom dieterthom gmail. The passengers on the Titanic were not aware of the extent of the damage caused by the iceberg so they did not perceive any significant danger and they were not alerted by the ship management until it was far too late.
Like most people, they did not want their comfort zones disturbed and were quite happy to continue as they had always been. People need to brought to the point where they realize the urgent need for change. Creating the Guiding Coalition All leaders have supporters, detractors and the uncommitted majority. Leaders must, according to the Rogers model, connect with the innovators and reach out to the early adopters.
Some employees are good leaders but bad managers, that is why they are not in management, but their skills in drawing support are invaluable. Developing a Vision and Strategy Visionary leadership and an effective strategy are key elements to effective change management.
Leaders must have a clear picture in their minds of where they want the organization to go. This must be the result of careful and clear thinking, because changing the vision some distance down the road will simply produce dissatisfaction and increase resistance from followers. However, linking vision to strategy is crucial, as far too many good ideas have no practical connection with implementation. Strategy gives a reasoned manner to bring about the vision.
The connection between the vision and the strategy is absolutely crucial. The common goal of both must be to bring about the required change. One of the problems in change management is that there is a disconnect between them.
Usually the strategy does not appropriately fit the required vision, or it is, at the very least, not the most effective strategy. This produces frustration amongst followers and causes a loss of credibility for the leader. Strategy answers the question: How must we do it? There is usually a very definite mission, but there can be various strategies.
Communicating the Change Vision Organizational communication can make or break the leader. A lack of communication is one of the single most significant reasons for failure. But even if the message is communicated, there is often a corruption of the message that results in bad communication.
Many leaders are very bad at putting into words what they have in their minds, particularly those with a numerical aptitude. Leaders need good written and spoken communication competencies. There is nothing more irritating than receiving long and wordy emails from management that try to explain and convince employees about what they are doing.
This is especially true when management say something and do not follow up on this in a reasonable time span. A brief but pointed explanation should be followed by definite action as soon as possible. Communication is not just a monologue, but a dialogue, like our relationship with God in prayer. Management needs to convey the message clearly, but also be able to listen to what the Dr.
Very often employees can have valuable insights that management has not considered and these can modify or change the vision and strategy very effectively. This should be part of the ongoing conversation between leaders and followers that should naturally occur at all times. Like any relationship it requires effort and work to nurture it, but its rewards are worth it. Empowering Employees for Broad-Based Action There are various steps to empowering employees to do the work that leaders require of them.
Autocratic, totalitarian leadership can produce the required outcome, but will leave followers dissatisfied and will probably not produce the most efficient and effective process.
Participative leadership ensures that followers actively and democratically become part of the process, but sometimes this can take longer and involve a lot of work by management to convince employees of the right way to get things done. Kotter identified five important priorities for empowerment: communicating a sensible vision to employees; making structures compatible with the vision; providing the training employees need; aligning information and personnel systems to the vision; and confronting supervisors who undercut needed change Kindle Locations Leaders must structure their systems and make their resource accessible enough so that the job can get done.
Followers must be equipped with the competencies and opportunities to do what they have been hired for. Generating Short-Term Wins Organizational objectives should be short, medium and long-term. If the vision dominates on a long-term schedule, then shareholders can see little immediate value in what is being done.
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