How to Manage change – 8 guided From John Kotter

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There are many theories on how to manage change. Many come from change management expert John Kotter, a professor at Harvard Business School. Kotter change introduced eight step process in his 1995 book, “Leading Change.”

Step One: Create urgency

Kotter suggests that change to be successful, 75% of the company needs to “buy into” the change. So for a change to happen there needs to be a shared sense of urgency around the need for change.

And this will result in honest and open dialogue with your people about what is happening in the market and competition. If many people start to talk about the changes you make, the urgency can build and feed on itself

Step two :. Forming a powerful coalition

To successfully convince people that change is necessary takes strong leadership and highly visible support from key people within the company

This is not just about analysis – this .. is subject to and you need to be seen to lead it

To lead change, you need to bring together a coalition or team, influential people whose power comes from various sources, including the job title, position, knowledge and political significance.

You can find effective leaders of change at all levels within the company – they do not necessarily traditional company hierarchy. It is important to get emotional commitment from these key people as you build a team to support change initiatives

Step Three :. Create a vision for Change

You need to create a clear coherent vision that people can easily understand and remember and be able to help everyone understand why you are asking them to do something.

When people have knowledge of what you are trying to achieve, and why you stand a better chance of dealing with those

Step four: Communicate vision

How effectively and consistently sharing and vision will have a major impact on the success of change initiatives.

There will be resistance and competing messages from many other sources and influence within the company, so you need to communicate frequently and powerfully, and embed it in everything you do.

It is also extremely important to “walk the talk.” What you do is much more credible than what you say. You need to demonstrate what kind of behavior and attitudes you want from your people

Step Five :. Remove obstacles

There will be resistance to change. You need to identify it early and take steps to deal with it to find and solve the root

put in place the structural changes, and constantly checking for obstacles on it -. Especially with your organization, job descriptions and performance and compensation system – it is important that these are in line with the vision

Step Six :. Create Short-term Wins

Success breeds success – early works are very encouraging and very important for morale and overcoming resistance.

can help to achieve this by placing a manageable and believe the short-term goals.

This is very much in line with Ken ideas Blanchard is “The One Minute Manager” to “catch them doing something right” [and praise them for it]

Step seven :. Build the Change

Kotter believes that many projects changes fail because victory is declared too early – he teaches that real and lasting change runs deep

This is really all about build momentum and make continuous improvements embedded part of your culture .. In practice this means keeping things fresh with new ideas and a regular review of what went right with each working to identify areas for improvement

Step Eight :. Anchor Changes in culture

Finally, to make any alterations, it should become part of the culture of the company that this is the biggest determinant of how people will behave.

It is also important to your business leaders continue to support the change. This includes the existing staff and new leaders showed. If you lose the support of these people, you might end up back where you started.

In my opinion, many aspects of Kotter’s 8 principles of how to manage the changes that resonate with, and are entirely consistent with, holistic and wide view perspective program based approach to change management.

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