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