Monthly Archives: February 2016

John Kotter’s 8 Step organisational Change model pt7

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Consolidate Gains and Implement More Change

Momentum is everything build on the incremental wins/losses and keep moving forward. Be careful of change fatigue.

Change is a bit like a family holiday. If the car has had all its services it’s less likely to breakdown or runs out of petrol but even a new car breaks down on the side of roads. Its sometimes like a change process that either hits some expected or unexpected challenges. The question is, what can you do?, who needs to be involved?, how do we keep the momentum and meet the milestones?

Situations like this happen for a number of reasons, the main ones poor execution, communication, accountability and capability.Step 7 builds on the previous step generate the short term wins, which will provide evidence for progress to the team and the detractors. Its really about moving forward. Keep the change momentum happening, don’t let there be cessation otherwise the resistors will creep in.

What will become obvious is the interdependencies and further the protection of those interdependencies between each of the departments/divisions. Use a “decision frame” to ensure you have the correct strategic solution and more over collaborate and let the team know the “why” of decisions.

Resistance to change may go underground(which is dangerous because people tend to blind side or sabotage the change) because of the continuing involvement of senior leadership, but it generally never completely disappears.  It is ready to surface if an opportunity arises.  For this reason, successfully consolidating gains and implementing more change is a powerful strategy to counter irrational and political resistance.  It is hard to argue against continuing success!

Part 8 Kotters change model

The power of believing that you can improve by Carol Dweck

Carol Dweck researches “growth mindset” — the idea that we can grow our brain’s capacity to learn and to solve problems. In this talk, she describes two ways to think about a problem that’s slightly too hard for you to solve. Are you not smart enough to solve it … or have you just not solved it yet? A great introduction to this influential field.

TED Talk

John Kotter’s 8 Step organisational Change model pt8

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Generating Short-Term Wins

You “need” incremental wins early and frequently that is meaningful to your followers. Generating short-term wins is the sixth step of John Kotter’s, eight step Leading Change Model.

What is a Short-term Win?

In short 6-18 months. The change team must show progress and organisational improvement. If your going for short term wins think about 3 things.

  1. Success must be obvious, clear, unambiguous.
  2. Recognition, it must be obvious from anywhere in the organisation that progress is been made.
  3. Change must be clearly attributed to the overall goal and change effort. The “Why” we doing it.

Incremental Wins 

Ensures that it will reduce and or negate the cynics. Results and evidence are key to proving the change is working.

What do Short-terms Wins look like?

Cost savings, increased revenue, streamlined procedures, more effective use of existing technology, new market opportunities etc. Its simple and its not and change effort is about about cutting costs and increasing sales(or efficiency). By implementing short-term wins that are clearly successful, visible throughout the organization, and clearly related to the change effort, senior leadership and the guiding coalition maintain the momentum for change.

WHS Notifiable Fatalities 2015

Safework Australia Report

There were 14 work-related notifiable fatalities during August 2015 — 10 male workers, one female worker, two male bystanders and one female bystander. Of these fatalities, four workers died as a result of an incident on a public road. Of the 14 fatalities, three were due to hit by moving object (unattended vehicle)—public road; two each were due to vehicle accident—public road; fall from a height; and hit by falling object. The remaining five fatalities were all different types of incidents. Five fatalities occurred in Transport, postal & warehousing workplaces, three in Construction workplaces and two in Manufacturing workplaces. Administrative & support services, Agriculture, forestry & fishing, Education & training and Public administration & safety workplaces had one fatality each.

John Kotter’s 8 Step organisational Change model pt6

Empowering Employees for Broad-Based Action

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BAU(business as usual) is your biggest change killer. Many change efforts end in failure and end many careers for a number of reasons but namely not having sufficient ability to make decisions that ensure you fall/fail in the direction of the change. Ensuring that key people through the organisation are able to make a decision within their locus of control that pushes the change effort forward is critical.

If the Pareto Principle is correct, focussing on the critical 20% will create 80% of the change effort required. Empowering broad-based action is necessary. The organisation is already structure not to change. Think about it. Organisations have structures, policies, procedures, job descriptions that ensure the organisation remains the way it is. To create change means you must disrupt the status quo(take the 20%) and in turn the security and certainty into insecurity and uncertainty. This is where the greatest resistance lies.

Pareto principle gary tremolada leadership coach

Given change, the leadership team/senior leadership and or change team will need to come up with incremental goals, reward systems, performance measurements etc Change the focus and reward the new metrics. Just remember that when in a change process you maybe required to make a decision in an environment where there is,

a. no information

b. Information is ambiguous

c. Too much information and too little time to decipher it and

d. Too little information

And , you’re still required to make a decision. In a 2014 book “The Elements of Effective Thinking”, the authors suggest in some instances that decision can be impacted in such a way that 40% of the decision you might make will be correct and 60% of decisions could be wrong at the moment you make those decisions because of the above criteria.

What to do? Communication is critical, using decision frames that were created around the time of the change will definitely make the difference in the overall success or failure of the change. Almost everybody needs to be on the bus. Some should be left at the bus stop because the organisation will fundamentally change and won’t fit some of the existing team.

The first four steps of his model while challenging are still easier than Step 5, empowering broad-based action. It is easy to tell everyone to get on board the bus as it travels in a new direction; it’s harder to keep everyone engaged and everything working collaboratively on the journey. Forces will conspire–intentionally and unintentionally–to derail the change effort. By empowering broad-based action, senior leaders and the guiding coalition can avoid having their change effort suffering yet another failed effort.

Part 7 Kotters change model

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John Kotter’s 8 Step organisational Change model pt5

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Communicating the Change Vision

Providing teams and stakeholders with the “Big Picture” and “Reason Why”.

Stage 1, “Keep it Simple” so that anyone can understand what is to be achieved? how it’s to be achieved? and more importantly “why?”. Conversations are always around, how is this action or decision getting us closer to our vision and mission.

Keep the communication consistent, constant and on point. Don’t worry too much about errors and mistakes that occur. Use setbacks as setups for the next iteration of the plan or idea. There will be a number of iterations before its right.

Stage 2, listen to feedback coming up through the organisation and from external customers.  Change processes are not a set and forget the deal. It’s more a constant monitoring and challenging the processes.  Change is hardly ever a “straight-line” event. Managing expectations is critical.

success gary tremolada

Stage 3, finally “momentum” and “communication” is key.  Progress is critical and ensuring senior leadership and the guiding coalition are kept on track and reminding the team of progress is critical. Squelch “those” who resist, no matter what is put in front of some of your team. They will always see problems and not solutions.

Part 6 Kotters change model