The Timothy Benson Story:

1
The Timothy Benson Story

• Higher Expectations Theory vs. Kotters
  Organizational Change Theory

Abigail Birnbaum Michael Cornwell Grant
Gilliam Yarrow Sandahl Jeff Shields
http//www.theonion.com/content/node/39209
2
Higher Expectations Theory

• By raising the bar and doing the best job I can,
  I show my co-workers that they, too, can do their
  jobs better. And by setting a good example for
  management, I show the top brass that they can
  expect more out of their other employees, as
  well. That way, everybody wins."

3
1. Establish a Sense of Urgency

• Paralyzed by Fear
• Too many managers, not enough leaders

4
2. Form a Powerful Guiding Coalition

• Not including individuals outside senior
  management.
• Underestimating the difficulties of producing
  change.

5
3. Create a Vision

• Develop a picture of the future that is easy to
  communicate.
• Organizations will have plans, directives, and
  programs, without a clear vision.
• Management has a sense of direction, but it was
  too complicated or blurry to be useful.

6
4. Communicate the Vision

• Without credible communication, the hearts and
  minds of the troops are never captured.
• Use all existing communication channels to
  broadcast the vision.
• Walk the talk Mangers should become a living
  symbol of the new culture.

7
5. Empower Others to Act on the Vision

• Organizational structure as a obstacle.
• Lip service paid, but no real commitment leads
  to cynicism.

8
6. Plan for and Create Short-Term Wins

• Urgency levels may drop over time.
• People may give up and resist change unless there
  is evidence of results.

9
7. Consolidate Improvements and Produce Still
More Change

• Declaring victory too soon ignores organizations
  culture.
• Premature victory kills momentum.

10
8. Institutionalize New Approaches

• Becoming the way we do things around here.
• Personification of the new approach within
  management.