Change Management A summary of what we know

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Change ManagementA summary of what we know

• Brian Mennecke
• Jen Blackhurst

Summary of HBRs 10 Must Reads on Change
Management
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Leading ChangeWhy Transformations Efforts Fail

• General Observations Any change process goes
  through a series of phases that, in total,
  usually require a considerable length of time.
• Skipping steps creates only the illusion of speed
  and never produces a satisfying result.
• Critical mistakes in any of the phases can have a
  devastating impact, slowing momentum and negating
  hard won gains.

Source John Kotter (2007). Leading Change Why
Transformation Efforts Fail. HBR
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Leading ChangeWhy Transformations Efforts Fail

• Eight Steps to transforming an organization
• 1) Establish a sense of urgency
• Examining market and competitive realities
• Identifying and discussing crises, potential
  crises, or major opportunities
• 2) Forming a Powerful Guiding Coalition
• Assembling a group with enough power to lead the
  change effort
• Encouraging the group to work together as a team

Source John Kotter (2007). Leading Change Why
Transformation Efforts Fail. HBR
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Leading ChangeWhy Transformations Efforts Fail

• Eight Steps to transforming an organization
• 3) Creating a Vision
• Creating a vision to help direct the change
  effort
• Developing strategies for achieving that vision
• 4) Communicating the Vision
• Using every vehicle possible to communicate the
  new vision and strategies
• Teaching new behaviors by the example of the
  guiding coalition

Source John Kotter (2007). Leading Change Why
Transformation Efforts Fail. HBR
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Leading ChangeWhy Transformations Efforts Fail

• Eight Steps to transforming an organization
• 5) Empowering Others to Act on the Vision
• Getting rid of obstacles to change
• Changing systems or structures that seriously
  undermine the vision
• Encouraging risk taking and nontraditional ideas,
  activities, and actions
• 6) Planning for and Creating Short-Term Wins
• Planning for visible performance improvements
• Creating those improvements
• Recognizing and rewarding employees involved in
  the improvements

Source John Kotter (2007). Leading Change Why
Transformation Efforts Fail. HBR
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Leading ChangeWhy Transformations Efforts Fail

• Eight Steps to transforming an organization
• 7) Consolidating Improvements and Producing Still
  More Change
• Using increased credibility to change systems,
  structures, and policies that dont fit the
  vision
• Hiring, promoting, and developing employees who
  can implement the vision
• Reinvigorating the process with new projects,
  themes, and change agents6) Planning for and
  Creating Short-Term Wins
• 8) Institutionalizing New Approaches
• Articulating the connections between the new
  behaviors and corporate success
• Developing the means to ensure leadership
  development and succession

Source John Kotter (2007). Leading Change Why
Transformation Efforts Fail. HBR
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Leading ChangeWhy Transformations Efforts Fail
Source John Kotter (2007). Leading Change Why
Transformation Efforts Fail. HBR
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Change Through Persuasion
Source Garvin and Roberto (2005). Change through
Persuasion. HBR
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Change Through Persuasion

• Dysfunctional Routines
• SIX WAYS TO STOP CHANGE IN ITS TRACKS
• A culture of "no This routine has two sources
• a culture that overvalues criticism
• A culture that emphasizes analysis, and complex
  decision making processes requiring multiple
  approvals, in which anybody can say "no" but
  nobody can say 'yes,
• The dog and pony show must go on.
• So much weight is put on the process that ends
  and means are confused with form and content
• Death by PowerPoint
• The grass is always greener
• Diversification can be healthy, but all too often
  these efforts are merely an avoidance tactic that
  keeps tough problems at arm's length.

Source Garvin and Roberto (2005). Change through
Persuasion. HBR
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Change Through Persuasion

• Dysfunctional Routines
• SIX WAYS TO STOP CHANGE IN ITS TRACKS
• After the meeting ends, debate begins
• Politics triumphs over substance, staff meetings
  become empty rituals and meddling becomes the
  norm.
• Cordial, apparently cooperative meetings are
  followed by resistance
• Ready,aim,aim...
• Analysis paralysis, where the organization the
  organization is unability to settle on a
  definitive course of action.
• This too shall pass.
• When prior leaders repeatedly proclaimed a state
  of crisis but then made few substantive changes,
  employees tend to be jaded
• Most believe that the wisest course of action is
  to ignore new initiatives, work around them, or
  wait things out.

Source Garvin and Roberto (2005). Change through
Persuasion. HBR
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Leading Change When Business Is Good
Source Hemp and Stewart (2004). Leading Change
When Business is Good. HBR
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Leading Change When Business Is Good
Source Hemp and Stewart (2004). Leading Change
When Business is Good. HBR
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Leading Change When Business Is Good
Source Hemp and Stewart (2004). Leading Change
When Business is Good. HBR
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Radical Change, the Quiet Way
Source Debra Meyerson (2001). Radical Change,
the Quiet Way. HBR
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Radical Change, the Quiet Way

• Disruptive Self-Expression
• The kind of self-expression that quietly disrupts
  others' expectations or attitudes
• Involves disruptive self-expression in language,
  dress, office decor, or behavior that is designed
  to change the atmosphere at work

Source Debra Meyerson (2001). Radical Change,
the Quiet Way. HBR
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Radical Change, the Quiet Way

• Verbal Jujitsu
• Social actors react to undesirable, demeaning
  statements or actions by turning them into
  opportunities for change that others will notice
• The objective is to turn a confrontational
  situation into an opportunity to initiate small
  but meaningful changes in assumptions and
  behavior.

Source Debra Meyerson (2001). Radical Change,
the Quiet Way. HBR
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Radical Change, the Quiet Way

• Variable-Term Opportunism
• Change agents look for opportunities to initiate
  short term incremental change as well as
  deliberate and substantive long term change

Source Debra Meyerson (2001). Radical Change,
the Quiet Way. HBR
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Radical Change, the Quiet Way

• Strategic Alliance Building
• By working with other, like minded social actors,
  the change agent can gain clout and legitimacy
• By working together and looking for opportunities
  to gain alleys rather than opponents, coalitions
  can be built

Source Debra Meyerson (2001). Radical Change,
the Quiet Way. HBR
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Tipping Point Leadership
Source Kim and Mauborgne (2003). Tipping Point
Leadership. HBR