Professional Documents
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Heart of Change
Heart of Change
Heart of Change
COHEN
LEARNINGS
Successful organisations know how to overcome resistance to change
Grab opportunities, avoid hazards Make big leaps
8 STEPS OF CHANGE
Increase urgency Build the guiding team
Get the vision right Communicate for buy-in Empower action Create short-term wins Dont let up Make change stick
SEE
FEEL
CHANGE
Immobilization
You-cant-make-me-move
Pessimistic attitude
WHAT WORKS
Showing enthusiasm or commitment (or helping someone to do so) to help draw the right people into the group. Modelling the trust and teamwork needed in the group (or helping someone to do that) Structuring meeting formats for the guiding team so as to minimise frustration and increase trust Putting your energy into step 1 (raising urgency) if you cannot take on the step 2 challenge and if the right people will not
FORMAL DISCUSSIONS
Multiutility
PROCESS
Seeing
Feeling
Changing
BOLD STRATEGIES
Industry leader Small modifications in culture Strategic need for speed Corrosive effect Move-quick Strategy
NEW VISION
Trying to seeliterallypossible futures Visions being Clear Visions-Commitment
CHANGE IS WIDELY COMMUNICATED FOR UNDERSTANDING & FOR GUT LEVEL BUY- IN
More than data transfer
Cutting through the Avalanche of Information Matching Works & Deeds New Technologies
SEE
FEEL
CHANGE
MY PORTAL
What Works?
Keep communicating simple &heartfelt not complex & technocratic Do homework before communicating especially to understand feelings of people Speaking to anxieties, confusions & distrust Ridding communication channels of junk so that important messages can go through Use new technologies to help people see the vision
It is not about giving people new authority and new responsibilities and then walking away.
Seeing
Changing
Feeling
WHAT WORKS
Finding individuals with change experience who can bolster peoples selfconfidence with we-won-you-can too anecdotes. Recognition and reward systems that inspire, promote optimism, and build selfconfidence. Feedback that can help people make better vision-related decisions. Retooling disempowering managers by giving them new jobs that clearly show the need for change.
WHAT WORKS??
Early wins that come fast (Process Timeline) Wins that are visible to as many people as possible (Visibility) Wins that penetrate emotional defenses by being unambiguous (Defusing cynics and enlightening pessimists)
WHAT WORKS??
Wins that are meaningful to others-the more deeply meaningful the better (Universal Clarity) Early wins that speak to powerful players whose support you need and do not have (Gain support) Wins that can be achieved easily and cheaply, even if they seem small compared to the grand vision (Small, small steps)
Urgency up
Feeling of false pride down Eliminating exhausting work BUT not declaring victory prematurely
KEEPING URGENCY UP
Urgency to drop
Complacent yourself
Become frustrated
Still fail
Ways to overcome
Conscious effort as early as possible Anticipate the issue Stop unnecessary meetings Delegate more People are not machines Rejuvenation from sleep, relaxation and fun off the job is must
25 2
The Streets
WHAT HELPS
Aggressively riding yourself of work that wears you down Looking constantly for ways to keep urgency up Using new situations opportunistically
CONCLUSION
Example is not the main thing influencing others. It is the only thing. Albert Schweitzer
CONCLUSION
See
Identify problem Visualize it Show emotionally engaging solutions
Feel
Visualizations capture attention Increases emotions that facilitate change
Change
Different feelings Change of heart Transform behavior