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

2. 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

3. 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

4. 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

5. 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

6. 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

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

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

9. 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

10. 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

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

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

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

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

15. 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

16. 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

17. 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

18. 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

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