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WikiCED manual: Difference between revisions
→How to introduce change
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=How to introduce change= | =How to introduce change= | ||
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. To prevent making these mistakes, Kotter created the following eight change phases model: | 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. To prevent making these mistakes, Kotter created the following eight change phases model: | ||
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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, and must be committed to working with people during each developmental phase. | 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, and must be committed to working with people during each developmental phase. | ||
APPRECIATIVE INQUIRY: From a post-modern or participatory democratic perspective, Gervase R. Bushe, observed in his article "[http://www.gervasebushe.ca/aimeta.htm When is Appreciative Inquiry Transformational]" (2005) that there are two key characteristics of AI change interventions that succeed: | APPRECIATIVE INQUIRY: From a post-modern or participatory democratic perspective, Gervase R. Bushe, observed in his article "[http://www.gervasebushe.ca/aimeta.htm When is Appreciative Inquiry Transformational]" (2005) that there are two key characteristics of AI change interventions that succeed: | ||