'LEADING CHANGE' - 8 CRITICAL MISTAKES (KOTTER)

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A-Level Policy Reform Mind Map on 'LEADING CHANGE' - 8 CRITICAL MISTAKES (KOTTER), created by alex.tremurici on 10/30/2014.
alex.tremurici
Mind Map by alex.tremurici, updated more than 1 year ago
alex.tremurici
Created by alex.tremurici over 10 years ago
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Resource summary

'LEADING CHANGE' - 8 CRITICAL MISTAKES (KOTTER)
  1. Not establishing a great enough sense of urgency
    1. People need motivation
      1. Transformation begins with a good leader, who sees the need for change
      2. Not creating a powerful enough guiding coalition
        1. The leadership coalition must grow over time
          1. A successful guiding team generally starts out wit 3-5 people
            1. Minimum mass has to be achieved early
            2. Lacking vision
              1. Vision must be
                1. Easy to communicate
                  1. Appealing to customers, stakeholders, employees
                  2. Results in confused and alienated employees
                  3. Under communicating the vision
                    1. For change to happen, sacrifices are needed
                      1. Sacrifices will not happen w/o the belief that change is possible
                      2. Deeds are the most powerful form of communication
                      3. Not removing obstacles to the new vision
                        1. Previous organization might be too narrow or self-interested
                          1. Not all obstacles can be removed
                            1. The biggest obstacles must be made a priority
                            2. Not planning for and creating short term wins
                              1. Real transformation takes time
                                1. People need short term goals to meet and celebrate
                                  1. Otherwise they give up
                                2. Declaring victory too soon
                                  1. For changes to sink in the company's culture, many years must pass
                                  2. Not anchoring changes in the corporation's culture
                                    1. You have to show that the changes improved performance
                                      1. The new generation of managers must personify with the new approach
                                        1. Linking the right results with the right causes
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