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?
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