Change Management A summary of what we know Brian Mennecke Jen Blackhurst Summary of… HBR’s 10 Must Reads on Change Management:

Leading Change: Why 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

Leading Change: Why 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

Leading Change: Why 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

Leading Change: Why 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

Leading Change: Why 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 don’t 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

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

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

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

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

Leading Change When Business Is Good Source: Hemp and Stewart (2004). Leading Change When Business is Good. HBR

Leading Change When Business Is Good Source: Hemp and Stewart (2004). Leading Change When Business is Good. HBR

Leading Change When Business Is Good Source: Hemp and Stewart (2004). Leading Change When Business is Good. HBR

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

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

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

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

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

Tipping Point Leadership Source: Kim and Mauborgne (2003). Tipping Point Leadership. HBR