CHANGE MANAGEMENT 8 stages of change Creating urgency

of Change Management

the vision right

Communicat for buy-in

Empower action

Create short-term wins

Don’t let

up

Make change stick

https://www.youtube.com/watch?v=jKXuTMfcO5c

a time. Said another way, the individual is the unit

of change.

between mechanical and creative skills?

What are the three main

elements for motivation?

Give me examples of autonomy and comparisons that have been made in the video between former and new management rules

desire to get better at something that matters

Purpose: service of

something larger than ourselves

boulder up a very tall mountain

Getting the bosses´approval

Objective: same software

system for all procurement processes, in Birmingham or Buffalo (reduce economies of scale)

Executive Committee agreed without further discussion (articles, graphs, charts, etc. were sent). Only some questions: Who else has used this software?)

Once implementation started…number of phone calls in the divisions: “ how long is this going to take? The cost v. benefits is not good…

Cause: Divisions had too many people who continue to run their business as usual…they had always required five signatures to approve a purchase

driven by false pride or arrogance

immobilization, self-protection driven by fear

you

can’t make me move driven by anger

pessimism that leds to hesitation

cynism

said that he had to make alteration to the product

after receiving a shipment. He claimed but employees don’t listen to what he says

Record what he was saying

Some defensive attitude: “He does not understand”. Employees were experts, skilled craftsmen. The professionals…

Some are surprised, leave fals pride “we gotta do something”

Start looking for problems

Discussioin on how to solve the problems, more listening to customers, more open to change, etc.

view
Information that hits the emotions/ concrete, dramatic and visual (not

intangible data such as 7.2 % of the customers)
The emotion of large number of people (not only the management team)
Opportunity to reduce false pride without the intervention of an angry manager (you idiots!)
Inexpensive
Safe context…not “who is responsible for this mess?”

Not start creating a vision before motivation/ urgency. Good visions are difficult to create.

Also in cases of crisis, when th house is burning down, first try to fix problems, …. “the last thing we need now is a vision”. Fix the problems first and if you want start a discussion about how to avoid these problems in the future.

is not to obtain information, but that coachee realizes what

he knows, define himself/herself, etc.

Effective questions
“which would be the consecuences of this actions?”; Which advise would you give to a friend in your situation? What can you win or lose doing this? Which is the central point? What question would you pose to yourself?

Clarifications
What do you mean when you say…?
Can you give me an example?

that your arguments are based in the idea that….
Is it

always this way? Why are you assuming this?

Evidences and why
Can you explain me your arguments for this?
What would you say to somebody that states this?
Who is in the position to know this?

Perspectives
Is there any other alternative?
Is there any other way to see it?

impression. As more feedback, more improvement…As more specific…better

Personal critizism
You are

slow, not creative, etc. (it affects self esteem, without possibility for change)

Evaluation: The letter is not well written; the graphs is not understandable (it does not give possibility for change)

Statement: The data from this report is not right (it opens the possibility of change, but only from the perspective of the one that gives feedback)

gives autonomy but short answers. Not enough exploration)

Constructive description: Which

is the goal? How to reach it? Is there any other way to do it? (It gives power to change from his/her perspective