Leading Change. Group Members. William Osborn Hector Gutierrez Josh Thomas Alfredo Alvarez Dawn Hackett. The Eight-Stage Process of Creating Major Change. Establishing A Sense of Urgency Creating THE Guiding Coalition Developing A Vision AND Strategy Communicating THE Change Vision
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Establishing A Sense of Urgency
Creating THE Guiding Coalition
Developing A Vision AND Strategy
Communicating THE Change Vision
Empowering Broad-Based Action
Generating Short-Term Wins
Consolidating Gains AND Producing More Change
Anchoring New Approaches IN THE culture
Examining the market and competitive realities.
Identifying and discussing crises, or major opportunities.
Looking foreword to crisis
Crises fuels urgency
Recipe for complacency
Lead By Example
Keep it Simple
Use Metaphors-a picture is worth a thousand words
Use Multiple Forums
Explanation of Seeming inconsistencies
Listen and Be Listened to
Remove obstacles that can undermine your Vision
Employees may understand your vision however may be boxed in due to company structure
Strict policy on who can communicate with over Seas Clients. Which may cause delay in response time.
Direct contact and support for Over Seas Clients
Employees become Frustrated
Less motivated to work toward new vision
Give up and revert back to old ways of doing business
Be aware of new behavior, skills and possible attitudes when introducing change.
Message for training might be “We will be delegating more so we are providing courses to help you with your new responsibilites”
Review and Update Accordingly
Work Performance Appraisals
HR policies and Procedures
Confront & Deal with Supervisor immediately who undercut needed change
Set time frame for new changes
Reiterate Vision, new industry trends
If they need to be replaced, Replace them If not others see this and may become less motivated & discouraged & discouraged employees do not provide the short term wins needed to build momentum in change.
Communicate a Sensible Vision
Shared sense of purpose it will be easier to initiate and achieve vision
Make Structure compatible with Vision
Unaligned structures Block needed action
Without the right skills people feel disempowered
Align System to the Vision
Unaligned systems block needed action
Confront supervsors who undercut needed change.
Nothing Disempowers the way a bad boss can
Short-term performance improvements help transformations in at least six ways.
Provide evidence that sacrifices are worth it.
Reward change agents with a pat on the back.
Help fine-tune vision and strategies.
Undermine cynics and self-serving resisters.
Keep bosses on board.
More Change,Not Less
Because individuals are selected and indoctrinated so well.
Because the culture exerts itself through the actions of hundreds or thousands of people.
Because all of this happens without much conscious intent and thus is difficult to challenge or even discuss.
Depends on results
Requires a lot of talk
May involve turnover
Makes decisions on succession crucial