1. Leading Change L.H. Newcomb Professor Emeritus
College of Food, Agricultural, and Environmental Sciences
The Ohio State University

2. Objectives The learners will:
Explain why change is needed in their organization
Explain the difference between structural change and cultural change
Explain Kotter’s eight-step process
Begin to develop a strategy to lead change
Develop the beginning of a strategy to lead a change effort in their current assignment

3. Objectives - continued
The learners will:
Generate ways to increase a sense of urgency
Design a preliminary guiding coalition
Discuss communication strategies
Suggest ideas for short term wins

4. Land Grant Administrators. . .
What are tough issues they face?
What are impediments in
Organization and structure
Business practices
Organizational culture
What makes it difficult for them to make significant change?
What must they change for the future?

5. Your Position/Area of Influence
Identify a significant change that is absolutely needed.
Examples might be:
Reorganization
Changing the reward system
Eliminating functions
Dramatic altering of the portfolio of efforts
Destroying “silos”
Merging with another unit

6. Your Position/Area of Influence
Identify something:
that is real for your situation
that you care about
where you want to make progress
where applying what you learn here could help accomplish it
Describe “what is”
Describe “what you envision must be”

7. Kotter’s Eight Stage Process for Leading Change
Establish a Sense of Urgency
Create the Guiding Coalition
Develop a Vision and Strategy
Communicate the Change Vision
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.

8. Kotter’s Eight Stage Process for Leading Change - continued
Empower Employees for Broad-Based Action
Generate Short-Term Wins
Consolidate Gains and Produce More Change
Anchor New Approaches in the Culture
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.

9. Behavior Patterns that Create Paralysis
Each unit/individual for itself
Hierarchy rules
Consensus at all costs
Always have the right answer
Whatever is done must be done by all
All will agree to whatever is decided

10. A New Set of Rules Questions are more compelling than answers.
Learning is more a function of critical thinking than being right.
Purposeful experimentation is more important than predictive thinking.
How could you use this notion to help you lead change where you are now?

11. The absence of a major and visible crisis
Sources of Complacency Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 40.
The absence of a major and visible crisis
Too much happy talk Too many visible
from senior management resources
Human nature, with its Low overall
capacity for denial performance
especially if people are standards
already busy or stressed
A kill-the-messenger-of Organizational
bad-news, low-candor, structures that focus
low-confrontation culture employees on narrow
functional goals
A lack of sufficient Internal measurement
performance feedback systems that focus on the
from external sources wrong performance indexes
COMPLACENCY

12. Building a Coalition That Can Make Change Happen
Find the Right People
With strong position power, broad expertise, and high credibility
With leadership and management skills, especially the former
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. pp

13. Discussion – Create Trust
How can you create trust within your organization?

14. Empowerment People won’t help when they feel powerless
Move commitment to change AND participation in change out beyond the guiding coalition and the management team
Beyond the umbrella organization

15. Discussion - Empowerment
What can you do to empower people to lead, assist, and enable change in your organization?
What are you willing to try?
What are you will to assault to make progress in this area?

16. The Role of Short-Term Wins
Provide evidence that sacrifices are worth it: Wins greatly help justify the short-term costs involved.
Reward change agents with a pat on the back: After a lot of hard work, positive feedback builds morale and motivation.
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.

17. The Role of Short-Term Wins
Help fine-tune vision and strategies: Short-term wins give the guiding coalition concrete data on the viability of their ideas.
Be willing to keep building the bridge as you cross it.
Undermine cynics and self-serving resisters: Clear improvements in performance make it difficult for people to block needed change.
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.

18. The Role of Short-Term Wins
Keep bosses on board: Provide those higher in the hierarchy with evidence that the transformation is on track.
Building momentum: Turns neutrals into supporters, reluctant supporters into active helpers, etc.
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.

19. Discussion – Short Term Wins
What might some “short term wins” be for the change effort you are committed to leading?