organisational change - ejtn...organisational change kotter’s 8-step change model & the...

ORGANISATIONAL CHANGECollette StoneInsights & Options Ltd

MAKING CHANGE FUN?

https://www.youtube.com/watch?v=7frzYFcbqjc

ORGANISATIONAL CHANGE

KOTTER’S 8-STEP CHANGE MODEL & THE CYNEFIN FRAMEWORK

Obvious

CYNEFIN – A LEADER’S FRAMEWORK FOR MAKING DECISIONS

Dave Snowden

Ross Findon

CYNEFIN FRAMEWORK

Dave Snowden

Obvious

CYNEFIN MEANS…

It’s a Welsh word:

A place to stand

A place where something ought to live

A habitat

It’s about:

Cause & Effect

Knowable v Unknowable

Predictable v Unpredictable

OBVIOUS

The answer is easily knowable

Sense, Categorize, Respond.

COMPLICATED

The answer is less obvious, but still knowable

Sense, Analyse, Respond

COMPLEX

The answer is neither

fully knowable

nor fully predictable

Probe, Sense and

Respond.

Photo by Jens Herrndorff on Unsplash

CHAOS

The answer is neither knowable, nor predictable.

Act, Sense, Respond

DISORDER

The state of not

knowing what type

of causality exists

WHAT CHANGE ARE YOU DEALING WITH?

Obvious

THE 8-STEP PROCESS FOR LEADING CHANGE

John Kotter

JOHN KOTTER

Leading Change

Kotter, J.P.

Original - Boston: Harvard Business School Press, 1996

Latest – November 2012

JOHN KOTTER

Leading Change

Kotter, J.P.

Original - Boston: Harvard Business School Press, 1996

Latest – November 2012

1. CREATE A SENSE OF URGENCY

Open and honest dialogue about what’s happening.

Find out about and talk about potential threats arising from ‘do nothing’.

Ask stakeholders to support you.

NB Who are the stakeholders interested in this change?

Do they believe you believe it?

Have convincing reasons for being change ready.

Create a sense

of

urgency

2. CREATE THE GUIDING COALITION

Create the

guiding

coalition

– who would you definitely need to

bring on side, before you can make any

change?

Who are the true leaders?

Their power and influence can come from

anywhere - job title, role, status, expertise,

experience, peer influence, time in the

organisation, political importance, resource

ownership…

3. FORM A STRATEGIC VISION & INITIATIVES

Develop a short summary (one or two sentences that capture what you see as the future of your organisation).

Create a strategy to execute that vision.

Ensure your change coalition can describe the vision in 5 minutes or less.

Practice your ‘vision speech’ often.

Form a strategic

vision &

initiatives

4. ENLIST A VOLUNTEER ARMY

What you do now is more important, and believable, than what you say:

Talk often about your change vision

Explain how the future will be different from the past

Address people’s concerns and anxieties openly and honestly

Apply your vision to all aspects of working life from training to performance reviews.

Enlist a

volunteer

army

5. ENABLE ACTION BY REMOVING BARRIERS

Delegate well and share problem-solving.

What’s getting in the way?

Remove obstacles, to empower the people you need to carry out your vision.

Avoid draining energy through battling out of alignment policies, out of date communications, inadequate technology, wrongly skilled staff… etc.

Enable action by

removing

barriers

6. GENERATE SHORT-TERM WINS

Create short term achievable targets, not just one long term goal.

Make each achievable, so that each ‘win’ can further motivate everyone.

Look for achievable projects you can implement without needing help from any strong critics.

Choose inexpensive early targets – you want to be able to justify the investment.

Reward the people who help you meet targets.

Generate

short-term

wins

7. SUSTAIN ACCELERATION

After every win, analyse what went right, and what needs improving.

Set goals to continue building momentum

Learn about Kaizen – the idea of continuous improvement

Keep ideas fresh by bringing in new change leaders in your coalition

Sustain

acceleration

8. INSTITUTE CHANGE

Your corporate culture determines what gets done…

Talk about progress every chance you get.Tell success stories. Repeat others’ stories.Include the change ideals when hiring andtraining new staff.Publicly recognise your original changecoalition.Replace key leaders of change as theymove on. This will help ensure their legacyis not lost or forgotten

Institute

change

CHANGEWHERE DO WE START?

IT’S ABOUT THETRANSITIONS, NOT THE CHANGE

TIME

William Bridges

The Transitions Model,

1991

ORGANISATIONAL CHANGECollette StoneInsights & Options Ltd