vietnam business somehow got this, Summaries of Business Statistics

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Lecture 12

Models for leading change

1. Kotter model

9 - 2 Discussion : Article 9 - Effective organizational change management Article 10a - Why Transformation Efforts Fail Article 10b - The 8 steps for leading change

The consequences of failure

• Financial expenditures
• Lost productivity
• Lost time in training and retraining workers
• Confusion, fatigue, and resentment for workers, clients, customers, suppliers, and other key stakeholders
• Damage to the brand
• Disruption in workflow
• Loss of high value stakeholders including workers, supporters, and clients/customers, among others.

• 9 -

STEP 2:

Creating the

Guiding

In putting together a Guiding Coalition, the team as a^ Coalition

whole should reflect:

• Position Power:
• Expertise:
• Credibility:
• Leadership:

STEP 3: Developing a Change Vision Effective visions have six key characteristics:

• Imaginable: They convey a clear picture of what the future will look like.
• Desirable: They appeal to the long-term interest of those who have a stake in the enterprise.
• Feasible: They contain realistic and attainable goals.
• Focused: They are clear enough to provide guidance in decision making.
• Flexible: They allow individual initiative and alternative responses in light of changing conditions.
• Communicable: They are easy to communicate and can be explained quickly.
• Examples:

STEP 5:

Empowering

Broad-Based

Action

- Remove

obstacles

Removing as many barriers as possible, including:

• Structural Barriers
• Troublesome Supervisors

STEP 6:

Generating Short-

term Wins

• Such wins provide evidence that the sacrifices that people are making

are paying off ;

• serve to reward the change agents by providing positive feedback that

boosts morale and motivation

• serve the practical purpose of helping to fine tune the vision and the

strategies

• tend to undermine the credibility of cynics and self-serving resistors
• building momentum that turns neutral people into supporters, and

reluctant supporters into active helpers

STEP 8: Make It Stick – Anchor the change (Institutionalizing new approaches) Some general rules about cultural change include:

• Cultural change comes last, not first
• You must be able to prove that the new way is superior to the old
• The success must be visible and well communicated
• You must reinforce new norms and values with incentives and rewards – including promotions
• Reinforce the culture with every new employee

Inspiring people

to change their

behaviour

2.1. Lewin model: a general framework for understanding organizational change. 9 - 16

• This step usually involves reducing those forces maintaining the organization’s behavior at its present level. Unfreezing is sometimes accomplished through a process of “psychological disconfirmation Unfreezing
• This step shifts the behavior of the organization, department, or individual to a new level Moving Refreezing^ •^ This step stabilizes the organization at a new state of equilibrium. https://www.youtube.com/watch?v=qZH1cPaR--c

Changing employee behaviours in Vinmart

2.2. Action research model 9 - 19 v Action research is traditionally aimed both at helping specific organizations implement planned change and at developing more general knowledge that can be applied to other settings. v There are 8 main steps of action research model

2.2. Action research model 9 - 20

1. Problem Identification
2. Consultation with a Behavioral Science Expert
3. Data Gathering and Preliminary Diagnosis
4. Feedback to a Key Client or Group
5. Joint Diagnosis of the Problem
6. Joint Action Planning
7. Action
8. Data Gathering After Action