Kotter's "Leading Change"
Sitting here reading "Leading Change", by John P. Kotter, I thought I would reflect on his exhibit Eight Errors Common to Organizational Change Efforts and Their Consequences and how they relate to my current situation...
Common Errors
- Allow too much complacency: Change is "hard", so if the change leadership only does what is easily accepted by the people it is trying to change, you aren't really changing anything. You are selling out. Score: 0
- Failing to create a sufficiently powerful guiding coalition. Well, intent has no value. Call it a steering committee. Call it a leadership board. Hell, call it a tribunal. Bottom line is if they don't do anything, they might as well not exist. Score: 0
- Underestimating the power of vision. It is obvious to me, after 3 years of effort, we are still debating on what the vision is. However, not all of us are blind to the critical importance of the vision. Score: 0
- Undercommunicating the vision. You can't communicate something you don't know. Score: 0
- Permitting obstacles to block the new vision. Again, no need to open your eyes if the lights are not on. Score: 0
- Failing to create short-term wins. Well, maybe there is something we can take credit for. The payoff of our efforts has been actually creating a wave of behavior changes that are impacting more and more employees. The team is attempting to celebrate the success. However, in the back of our minds, we know they will be forgotten if the culture doesn't change for good. Score: 1 (with conditions)
- Declaring victory too soon. My take is that if you accept lower budgets for your team, you are accepting the fact that those with the money feel you have accomplished things, and can probably do more with less money. The overlords have declared victory, but the soldiers on the front line are wondering where the hell the bullets and mortar shells are coming from. Score: 0
- Neglecting to anchor changes firmly in the corporate culture. No where close to anchoring anything in this company - that is unless the boat sinks, and it anchors itself to the sea floor. Score: 0
Conclusion - "We've only just begun"
Common Errors
- Allow too much complacency: Change is "hard", so if the change leadership only does what is easily accepted by the people it is trying to change, you aren't really changing anything. You are selling out. Score: 0
- Failing to create a sufficiently powerful guiding coalition. Well, intent has no value. Call it a steering committee. Call it a leadership board. Hell, call it a tribunal. Bottom line is if they don't do anything, they might as well not exist. Score: 0
- Underestimating the power of vision. It is obvious to me, after 3 years of effort, we are still debating on what the vision is. However, not all of us are blind to the critical importance of the vision. Score: 0
- Undercommunicating the vision. You can't communicate something you don't know. Score: 0
- Permitting obstacles to block the new vision. Again, no need to open your eyes if the lights are not on. Score: 0
- Failing to create short-term wins. Well, maybe there is something we can take credit for. The payoff of our efforts has been actually creating a wave of behavior changes that are impacting more and more employees. The team is attempting to celebrate the success. However, in the back of our minds, we know they will be forgotten if the culture doesn't change for good. Score: 1 (with conditions)
- Declaring victory too soon. My take is that if you accept lower budgets for your team, you are accepting the fact that those with the money feel you have accomplished things, and can probably do more with less money. The overlords have declared victory, but the soldiers on the front line are wondering where the hell the bullets and mortar shells are coming from. Score: 0
- Neglecting to anchor changes firmly in the corporate culture. No where close to anchoring anything in this company - that is unless the boat sinks, and it anchors itself to the sea floor. Score: 0
Conclusion - "We've only just begun"
posted by epiclectic at 9:51 PM
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