Ways to Raise the Urgency Level Create a crisis by allowing a financial loss, exposing managers to major weaknesses vis-a-vis competitors, or allowing error to blow up instead of being corrected at the last minute Eliminate obvious examples of excess(e.g, company-owned country club facilities, a large air force, gourmet executive dining rooms Set revenue, income, productivity, customer satisfaction, and cycle-time targets so high that they can't be reached by conducting business as usual Stop measuring subunit performance based only on narrow functional goals. Insist that more people be held accountable for broader measures of business performance Source: John P Kotter, Leading change, Harvard Business School Press Nightingale e 2002 Massachusetts Institute of Technology 6
6 Ways to Raise the Urgency Level Ways to Raise the Urgency Level Source: John P. Kotter, Leading Change, Harvard Business School Press • Create a crisis by allowing a financial loss, exposing managers to major weaknesses vis-à-vis competitors, or allowing error to blow up instead of being corrected at the last minute • Eliminate obvious examples of excess (e.g., company-owned country club facilities, a large air force, gourmet executive dining rooms • Set revenue, income, productivity, customer satisfaction, and cycle-time targets so high that they can’t be reached by conducting business as usual • Stop measuring subunit performance based only on narrow functional goals. more people be held accountable for broader measures of business performance. Nightingale © 2002 Massachusetts Institute of Technology Insist that
Ways to Raise the Urgency Level (cont Send more data about customer satisfaction financial performance s to more employees, especially information that demonstrates weaknesses vis-a-vis the competition Insist that people talk regularly to unsatisfied customers, unhappy suppliers, and disgruntled shareholders : Use consultants other means to force more relevant data and honest discussion into management meetings Put more honest discussions of the firms problems in company newspapers senior management speeches. Stop senior s management"happy talk : Bombard people with information on future opportunities, on the onderful rewards for capitalizing on those opportunities on the organization's current inability to pursue those opportunities Source: John P Kotter, Leading change, Harvard Business School Press Nightingale e 2002 Massachusetts Institute of Technology
7 Ways to Raise the Urgency Level Ways to Raise the Urgency Level (cont.) (cont.) Source: John P. Kotter, Leading Change, Harvard Business School Press • Send more data about customer satisfaction & financial performance to more employees, especially information that demonstrates weaknesses vis-à-vis the competition. • Insist that people talk regularly to unsatisfied customers, unhappy suppliers, and disgruntled shareholders. • Use consultants & other means to force more relevant data and honest discussion into management meetings. • Put more honest discussions of the firm’s problems in company newspapers & senior management speeches. management “happy talk.” • Bombard people with information on future opportunities, on the wonderful rewards for capitalizing on those opportunities & on the organization’s current inability to pursue those opportunities. Nightingale © 2002 Massachusetts Institute of Technology Stop senior
2 Forming a Powerful Guiding Coalition Assemble a group with enough power to lead the change effort Encourage the group to work together as a team Grow team to 20 to 50 range in large companies Failures due to No history of teamwork at top Undervalue importance Select wrong leadership(staff vS line Source:John P Kotter, Leading Change, Harvard Business School Press Nightingale @2002 Massachusetts Institute of Technology 8
2 Source: John P. Kotter, Leading Change, Harvard Business School Press • Assemble a group with enough power to lead the change effort • Encourage the group to work together as a team • Grow team to 20 to 50 range in large companies • Failures due to: ➥No history of teamwork at top ➥Undervalue importance ➥Select wrong leadership (staff vs. line) Forming a Powerful Guiding Coalition Forming a Powerful Guiding Coalition Nightingale © 2002 Massachusetts Institute of Technology 8
i Building a Coalition That Can Make i Change Happen Find the Right People With strong position power, broad expertise& high credibility With leadership management skills, especially the former Create Trust Through carefully planned off-site events With lots of talk and joint activities Develop a Common Goal Sensible to the head Appealing to the heart Source: John P Kotter, Leading change, Harvard Business School Press Nightingale e 2002 Massachusetts Institute of Technology 9
9 Building a Coalition That Can Make Building a Coalition That Can Make Change Happen Change Happen Source: John P. Kotter, Leading Change, Harvard Business School Press • With strong position power, broad expertise & high credibility • With leadership & management skills, especially the former Find the Right People Find the Right People • Through carefully planned off-site events • With lots of talk and joint activities Create Trust Create Trust • Sensible to the head • Appealing to the heart Develop a Common Goal Develop a Common Goal Nightingale © 2002 Massachusetts Institute of Technology
3 Creating a Vision Create a vision to help direct the change effort Develop strategies for achieving that vision A vision says something that clarifies the direction in which and organization needs to move The vision"magnetically pulls the organization f The soul never thinks without a picture..Aristotle Source:John P Kotter, Leading Change, Harvard Business School Press Nightingale e 2002 Massachusetts Institute of Technology 10
3 Source: John P. Kotter, Leading Change, Harvard Business School Press • Create a vision to help direct the change effort • Develop strategies for achieving that vision • A vision says something that clarifies the direction in which and organization needs to move • The vision “magnetically” pulls the organization Creating a Vision Creating a Vision “The soul never thinks without a picture.” - Aristotle Nightingale © 2002 Massachusetts Institute of Technology 10