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| ==Lessons Learned== | | ==Lessons Learned== |
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| What you’ve just seen is a demonstration of the challenges that individuals can face when trying to introduce change. We've used kiwi (aka: Wiki, as the vehicle to show that organizational culture, behavior, or mindset (perceptions) are each part of the process that require an individual consider when introducing change.
| | Katherine takes over the set and begins while Janet continues to figure out the puzzle pieces. |
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| While we've used humor as an approach to introducing change, there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to and adoption of change.
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| Often, creating value requires significant change. John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990) that there are eight reasons why many change processes fail and to prevent making these mistakes, Kotter created the following eight change phases model:
| | What you’ve just seen is a demonstration of the challenges that individuals can face when trying to introduce change. We've used kiwi (aka: Wiki), as the vehicle to show that organizational culture, behavior, or mindset (perceptions) are each part of the process that require an individual consider when introducing change. |
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| *Establish a sense of urgency
| | While we've used humor as an approach to introducing change, there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to and adoption of change. |
| *Create a coalition
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| *Develop a clear vision
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| *Share the vision
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| *Empower people to clear obstacles
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| *Secure short-term wins
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| *Consolidate and keep moving
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| *Anchor the change
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| Individuals who want to introduce or lead change in organizations are key agents who should have the ability to connect people to their specific requirements; similar to those that we saw within the puzzle-piecing portion of this presentation and must be committed to working with people during each developmental phase.
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| | We've put together a manual - available on wiki - that shares what we've learned about change and being a change agent. |
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| | The most important thing to remember though is that there are no simple recipes for change! |
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| <!-- end of notes --> | | <!-- end of notes --> |