Managing Organizational Change. Why do most organizational change attempts fail and what can managers do about it?. Program Structure. Session I: Organizational Change – Concepts and Problems What is organizational change? Why do managers fail in organizational change?
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Managing Organizational Change
Why do most organizational change attempts fail and what can managers do about it?
Session I: Organizational Change – Concepts and Problems
Session II: Executing Organizational Change
Organizations generally underestimate the scale of change.
(Greenwood & Hinings, 1996)
Organizations generally overestimate how quickly they can make change happen.
John Kotter (1996) – Leading Change
Error 1: Leaders don’t sufficiently address complacency [to get urgency]
Error 2: Leaders fail to get key influencers on board
Error 3: Leaders underestimate the power of Vision
Error 4: Leaders under-communicate the vision
*Tichy, N. & R. Charan. 1989. “Speed, simplicity, self-confidence:
An interview with Jack Welch, Harvard Business Review, Sept-Oct: pp. 113.
Error 5: Allowing obstacles to block the new vision
Error 6: Failing to build in short-term wins
Error 7: Failing to institutionalize organizational change
Error 8: Declaring victory too soon
Putting managers face-to-face with problems and customers; Finding new ways to communicate
Identifying and silencing internal opponents; isolating external ones
Focusing on the hot spots and bargain with other critical parties
Putting the stage lights on and frame the challenges to get engagement