Whether you’re looking for the right person to lead change within your organization or you yourself are that person, consider your (or your candidate’s) skills and understanding of change. The questions below will help you with this process. The purpose of such questions is to gather information regarding change process experiences and techniques. You can then utilize this information in the understanding of leading change within your organization.
The following questions were developed by combining two change process theories – Kotter’s (1996, p.21) eight-stage process for creating major change along with Collins’ (2001, p.12-14) idea of transformation as a process of buildup followed by breakthrough. Both theories address the importance of having the right people involved in a successful change process (leaders and team members alike). People seem to make up the very foundation of any project, and the careful selection of the right strengths, talents, and attitudes can make a tremendous difference in the project’s outcome.
1. Do you feel comfortable with change itself?
2. How do you feel about leading change? Do you find yourself to be an effective change leader? How much experience do you have leading change?
3. Do you seek out the “right” leaders and team members when preparing to address a change?
4. How do you establish a sense of urgency? Do you review the current reality searching for crisis and opportunities? How do you prepare yourself and others mentally?
5. How do you create a guiding coalition? How do you put together a group that is strong enough to make the change happen?
6. Tell me about developing a vision to help direct the change effort and strategies for achieving that vision.
7. What means or technologies have you found yourself utilizing in the past to facilitate change?
8. What means do you use to communicate the new vision and strategies? How important do you find modeling the right behavior to employees when facilitating change?
9. How do you empower people to achieve the new vision? Do you remove obstacles and encourage new ideas and risk taking?
10. List short-term wins as you work towards achieving a major change. How do you celebrate achieving the smaller goals? Do you recognize/reward the people responsible for the short-term wins?
11. Do you combine the short-term wins and changes to facilitate more changes in the future? How do you do that?
12. How do you anchor the new changes within the company culture?
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Thursday, December 3, 2009
Wednesday, December 2, 2009
Setting a Vision – Part 2
Tips to know when creating and communicating a vision:
• Take into consideration the company, its culture, and its people
• Utilize the strength of a team
• Review both facts and dreams; understand the present as well as the desired future
• Keep it simple and easy to understand
• Keep it general enough to allow flexibility
• Use stories, analogies, metaphors, and examples to create a clear vision
• Model the desired behavior
• Communicate the vision often and in many different ways
• Listen to others’ input and feedback
Pitfalls to avoid when creating and communicating a vision:
• Don’t disregard the company’s people and purpose
• Don’t do it alone
• Don’t disregard hard facts and brutal realities
• Don’t make it long and complicated
• Don’t make it too rigid
• Don’t have the “do as I say, not as I do” attitude
• Don’t under-communicate the vision
• Don’t ignore others’ feedback
• Take into consideration the company, its culture, and its people
• Utilize the strength of a team
• Review both facts and dreams; understand the present as well as the desired future
• Keep it simple and easy to understand
• Keep it general enough to allow flexibility
• Use stories, analogies, metaphors, and examples to create a clear vision
• Model the desired behavior
• Communicate the vision often and in many different ways
• Listen to others’ input and feedback
Pitfalls to avoid when creating and communicating a vision:
• Don’t disregard the company’s people and purpose
• Don’t do it alone
• Don’t disregard hard facts and brutal realities
• Don’t make it long and complicated
• Don’t make it too rigid
• Don’t have the “do as I say, not as I do” attitude
• Don’t under-communicate the vision
• Don’t ignore others’ feedback
Tuesday, December 1, 2009
Setting a Vision – Part 1
Change can be difficult for many people. This can make large-scale change (such as change in organizations) that much more difficult to manage. In order to facilitate the change process, change leaders must create a compelling vision and a clear strategy. Having a vision offers a purpose, direction, and incentive to proceed with the change. Strategy provides the steps necessary to reach a goal. Additionally, change leaders must be able to effectively communicate the vision and strategy with others. A great vision is of little use if it’s known or understood by no one.
Senge (1994, p.298-299) presents vision as a vehicle for building shared meaning. He states that building a shared vision must focus around several key concepts – understanding the organization’s destiny and purpose, its structure, culture and mental models, people at every level of the company, and creative tension. In other words, a meaningful and shared vision is the compilation of the many facets of an organization. It’s also a means of brining the different parts of a company together.
Part of creating a compelling vision requires the willingness to examine the current situation. Collins (2001, p.65-73) underlines the importance of a company’s abilities to face the harsh reality while remaining focused. Only by facing and understanding the truth, can we make the appropriate corrections to our course as we approach our goal. Collins (2001, p.94-96) also proposes the idea of three circles as a way to examine a company’s purpose. The circles represent (1) something that a company is passionate about, (2) what drives its economic engine, and (3) what it can be the best at in the world. Reviewing and understanding what connects the circles can help to identify a purpose and therefore a vision.
In his writing, Loup (1995, p.595-607) addresses real-time strategic-change (RTSC) technology. He stresses that when implementing change, it’s important to remain focused and create a plan to follow. A shared vision along with a clear strategy can provide a way to address these needs. Loup also underlines the importance of effective communications as a crucial part of successful change. Vision and strategy must by known and understood by others if they’re to be effective in facilitating successful change.
Kotter (1996, p.68-77) speaks of a vision that creates a picture – something inviting for which to strive. Furthermore, he states that an effective vision appeals to the long-term interests of anyone who has stakes in the company (employees, customers, stockholders). It must be clear and focused, and it has to offer realistic and attainable goals. An effective vision must be general enough to allow flexibility, and it must be easily communicated. Creating an effective vision is a messy and lengthy process. It requires teamwork and the examination of facts and dreams alike (Kotter, 1996, p.81).
A compelling vision can be useful only if it’s effectively communicated. Kotter (1996, p.90) outlines several elements necessary for the successful communication of ideas. He suggests that a vision should be simple and easy to understand. Stories, analogies, and metaphors are good ways to paint a picture that can make the vision easy to comprehend. Change leaders should utilize as many communication tools as possible. Sometimes large meetings are more appropriate, while at other times emails or memos will suffice when communicating with others. Repetition ensures that new ideas sink in and become part of the norm. Management must lead by example and address/explain any seeming inconsistencies. Finally, effective communication is a two-way street. Change leaders must be willing to listen the ideas and input from their employees.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Loup, R. (1995). Real-time strategic change technology: Speeding up system-wide change. In W. J. Rothwell, R. Sullivan, & G. N. McLean (Eds.), Practicing organization development: A guide for consultants (Appendix IV, pp. 595-607). San Francisco: Jossey-Bass.
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.
Senge (1994, p.298-299) presents vision as a vehicle for building shared meaning. He states that building a shared vision must focus around several key concepts – understanding the organization’s destiny and purpose, its structure, culture and mental models, people at every level of the company, and creative tension. In other words, a meaningful and shared vision is the compilation of the many facets of an organization. It’s also a means of brining the different parts of a company together.
Part of creating a compelling vision requires the willingness to examine the current situation. Collins (2001, p.65-73) underlines the importance of a company’s abilities to face the harsh reality while remaining focused. Only by facing and understanding the truth, can we make the appropriate corrections to our course as we approach our goal. Collins (2001, p.94-96) also proposes the idea of three circles as a way to examine a company’s purpose. The circles represent (1) something that a company is passionate about, (2) what drives its economic engine, and (3) what it can be the best at in the world. Reviewing and understanding what connects the circles can help to identify a purpose and therefore a vision.
In his writing, Loup (1995, p.595-607) addresses real-time strategic-change (RTSC) technology. He stresses that when implementing change, it’s important to remain focused and create a plan to follow. A shared vision along with a clear strategy can provide a way to address these needs. Loup also underlines the importance of effective communications as a crucial part of successful change. Vision and strategy must by known and understood by others if they’re to be effective in facilitating successful change.
Kotter (1996, p.68-77) speaks of a vision that creates a picture – something inviting for which to strive. Furthermore, he states that an effective vision appeals to the long-term interests of anyone who has stakes in the company (employees, customers, stockholders). It must be clear and focused, and it has to offer realistic and attainable goals. An effective vision must be general enough to allow flexibility, and it must be easily communicated. Creating an effective vision is a messy and lengthy process. It requires teamwork and the examination of facts and dreams alike (Kotter, 1996, p.81).
A compelling vision can be useful only if it’s effectively communicated. Kotter (1996, p.90) outlines several elements necessary for the successful communication of ideas. He suggests that a vision should be simple and easy to understand. Stories, analogies, and metaphors are good ways to paint a picture that can make the vision easy to comprehend. Change leaders should utilize as many communication tools as possible. Sometimes large meetings are more appropriate, while at other times emails or memos will suffice when communicating with others. Repetition ensures that new ideas sink in and become part of the norm. Management must lead by example and address/explain any seeming inconsistencies. Finally, effective communication is a two-way street. Change leaders must be willing to listen the ideas and input from their employees.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Loup, R. (1995). Real-time strategic change technology: Speeding up system-wide change. In W. J. Rothwell, R. Sullivan, & G. N. McLean (Eds.), Practicing organization development: A guide for consultants (Appendix IV, pp. 595-607). San Francisco: Jossey-Bass.
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.
Change Leader Reflection
Collins (2001, p. 20) describes a Level Five Executive as someone who combines personal humility and a strong professional will to build “enduring greatness”. Level Five leaders focus their egos not on themselves, but on the company’s goals and success. Their ambitions are channeled for the betterment of the organization (Collins, p. 21). A leader of this caliber does what needs to be done without losing focus. While he credits the team for successes, he holds himself responsible for the failures.
Kotter (1996, p. 183) stresses the importance of lifelong learning as a crucial characteristic found in effective leaders. An effective leader is willing to take risks by pushing himself beyond his comfort zone. He must be willing to honestly assess his successes and failures. Effective leadership involves the ability and willingness to seek out ideas and input from others. An open mind and effective listening skills allow a leader to connect with others and find strength in their contributions.
In addition to the skills and characteristics described by Collins and Kotter, effective leadership requires effective people skills. Such skills make it possible to influence and inspire others – both of which bring benefits to a leader when dealing with change. Being able to build trust between the leader and his team as well as among the team members requires that truth and honesty are the norm. An effective leader models the kind of behavior that he wants to encourage in others by not only talking the talk, but also by walking the walk. Graham (2002, p. 45) suggests that a leader should be willing to bend some rules and forsake organizational traditions if it means fostering an honest, trusting relationship with employees.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Graham, G. (April 2002). If You Want Honesty, Break Some Rules: How do you create a culture where people aren’t afraid to speak the truth and candid information flows freely? Harvard Business Review
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Kotter (1996, p. 183) stresses the importance of lifelong learning as a crucial characteristic found in effective leaders. An effective leader is willing to take risks by pushing himself beyond his comfort zone. He must be willing to honestly assess his successes and failures. Effective leadership involves the ability and willingness to seek out ideas and input from others. An open mind and effective listening skills allow a leader to connect with others and find strength in their contributions.
In addition to the skills and characteristics described by Collins and Kotter, effective leadership requires effective people skills. Such skills make it possible to influence and inspire others – both of which bring benefits to a leader when dealing with change. Being able to build trust between the leader and his team as well as among the team members requires that truth and honesty are the norm. An effective leader models the kind of behavior that he wants to encourage in others by not only talking the talk, but also by walking the walk. Graham (2002, p. 45) suggests that a leader should be willing to bend some rules and forsake organizational traditions if it means fostering an honest, trusting relationship with employees.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Graham, G. (April 2002). If You Want Honesty, Break Some Rules: How do you create a culture where people aren’t afraid to speak the truth and candid information flows freely? Harvard Business Review
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Sunday, November 29, 2009
Role of the Change Leader
When faced with leading change, it’s important that a leader/manager examine her personal vision and values. To demonstrate the idea, this post will focus on two areas: modeling the kind of values and behavior that we want others to emulate, and helping other people to strive to become their personal best. These kinds of values are an important part of not only becoming a successful leader, but an effective change leader as well.
According to Graham (2002, p. 45), a successful leader should focus on creating an honest, trusting relationship with employees – even if it means bending some rules and overlooking organizational traditions. A relationship that entails honesty, trust, and respect will encourage unity and cooperation during times of change. Kotter (1996, p. 183) stresses the importance of lifelong learning as a crucial characteristic found in effective leaders. An effective change leader seeks out change with ongoing learning and by stretching himself beyond his comfort zone. Modeling such behavior encourages others to do the same, fostering approaching change more positively. Collins (2001, p. 20) describes a Level Five Executive as someone who combines personal humility and a strong professional will to build “enduring greatness”. Level Five leaders focus their egos not on themselves, but on the company’s goals and success. Their ambitions are channeled for the betterment of the organization (Collins, p. 21). They take the time to actively listen to their team members, focusing on coaching them and developing their strengths.
Ask yourself the following questions:
1. Do you feel confident modeling your values?
2. Do you make it a point to walk the walk?
3. Do you stretch yourself beyond your comfort zone?
4. Do you expect it from others?
Even if you feel fairly confident working with others to help them grow and improve, there’s always a chance to improve and refine your techniques with practice. Simply put, the more we do something, the better we get at it. Ongoing learning and stretching own limits will also help to advance your abilities when coaching and developing others. Learning can be achieved through practice as well as exposure to new ideas (be it through books, classes, or seminars). This is an important part of being a successful change leader. Encouraging others to seek change, stretch their own limits, and learn new things makes people more open to and prepared for dealing with change.
The better prepared you and your employees are to deal with change, the more likely you will succeed. It’s important that the change leader’s values and vision are understood by her team members. Making values clear to others will help them to recognize what is expected and acceptable. Knowing and understanding the vision helps to define and understand goals. Having well defined and shared goals in one of the most important things in successfully navigating the waters of change. A successful change leader must be able to build positive relationships, lead and inspire others, and make values and vision clear to his followers.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Graham, G. (April 2002). If You Want Honesty, Break Some Rules: How do you create a culture where people aren’t afraid to speak the truth and candid information flows freely? Harvard Business Review
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
According to Graham (2002, p. 45), a successful leader should focus on creating an honest, trusting relationship with employees – even if it means bending some rules and overlooking organizational traditions. A relationship that entails honesty, trust, and respect will encourage unity and cooperation during times of change. Kotter (1996, p. 183) stresses the importance of lifelong learning as a crucial characteristic found in effective leaders. An effective change leader seeks out change with ongoing learning and by stretching himself beyond his comfort zone. Modeling such behavior encourages others to do the same, fostering approaching change more positively. Collins (2001, p. 20) describes a Level Five Executive as someone who combines personal humility and a strong professional will to build “enduring greatness”. Level Five leaders focus their egos not on themselves, but on the company’s goals and success. Their ambitions are channeled for the betterment of the organization (Collins, p. 21). They take the time to actively listen to their team members, focusing on coaching them and developing their strengths.
Ask yourself the following questions:
1. Do you feel confident modeling your values?
2. Do you make it a point to walk the walk?
3. Do you stretch yourself beyond your comfort zone?
4. Do you expect it from others?
Even if you feel fairly confident working with others to help them grow and improve, there’s always a chance to improve and refine your techniques with practice. Simply put, the more we do something, the better we get at it. Ongoing learning and stretching own limits will also help to advance your abilities when coaching and developing others. Learning can be achieved through practice as well as exposure to new ideas (be it through books, classes, or seminars). This is an important part of being a successful change leader. Encouraging others to seek change, stretch their own limits, and learn new things makes people more open to and prepared for dealing with change.
The better prepared you and your employees are to deal with change, the more likely you will succeed. It’s important that the change leader’s values and vision are understood by her team members. Making values clear to others will help them to recognize what is expected and acceptable. Knowing and understanding the vision helps to define and understand goals. Having well defined and shared goals in one of the most important things in successfully navigating the waters of change. A successful change leader must be able to build positive relationships, lead and inspire others, and make values and vision clear to his followers.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Graham, G. (April 2002). If You Want Honesty, Break Some Rules: How do you create a culture where people aren’t afraid to speak the truth and candid information flows freely? Harvard Business Review
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Tuesday, November 24, 2009
Thursday, November 19, 2009
The Five Disciplines and Systems Thinking
Senge (1994, p.6) discusses five “learning disciplines” as lifelong programs of study and practice. The five disciplines are: personal mastery, mental models, shared vision, team learning, and systems thinking. Personal mastery involves not only “learning to expand out personal capacity” (Senge, p.6) but also creates an atmosphere that encourages others to also develop themselves. Mental models refer to how we see the world. Reflecting upon and clarifying our view of the world helps us to understand our own decisions and actions. Creating a shared vision helps to build a sense of commitment within a group. It provides goals towards which to work– something to look forward to as a team. As a group of people communicates, exchanges ideas, and shares their thoughts and knowledge, they learn about their knowledge and strengths as a team. This is known as team learning. Finally, systems thinking examines the interconnectedness of the various pieces within an organization and how their relationships “shape the behavior of systems” (Senge, p.6).
Senge’s (1994, p.6) five disciplines seem like a sensible approach to handling change. Each discipline prepares us for change in some way. Personal mastery promotes ongoing learning, improvement, and change. Periodic reflection upon our view of the world allows us to adjust and makes changes regularly. Sharing a common vision with others and team learning both build strength and help to create a bond among the team members providing a commitment required for successful handling of change. Finally, systems thinking promotes the understanding of how different parts of a system interrelate, making it easier to effectively approach change.
Consider how systems thinking relates to change and problem solving. Serge (1994, p.109) suggests asking “why” five times as a way to identify the root of a problem. This method allows one to move through apparent causes until the root of the problem is uncovered. Systems thinking examines the interrelationships between not only the different parts of an organization, but outside parts which also influence the system. When facilitating change, it’s crucial that management turns to systems thinking. It’s essential to examine how proposed changes will affect the company, but it’s just as important to see beyond organizational boundaries.
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.
Senge’s (1994, p.6) five disciplines seem like a sensible approach to handling change. Each discipline prepares us for change in some way. Personal mastery promotes ongoing learning, improvement, and change. Periodic reflection upon our view of the world allows us to adjust and makes changes regularly. Sharing a common vision with others and team learning both build strength and help to create a bond among the team members providing a commitment required for successful handling of change. Finally, systems thinking promotes the understanding of how different parts of a system interrelate, making it easier to effectively approach change.
Consider how systems thinking relates to change and problem solving. Serge (1994, p.109) suggests asking “why” five times as a way to identify the root of a problem. This method allows one to move through apparent causes until the root of the problem is uncovered. Systems thinking examines the interrelationships between not only the different parts of an organization, but outside parts which also influence the system. When facilitating change, it’s crucial that management turns to systems thinking. It’s essential to examine how proposed changes will affect the company, but it’s just as important to see beyond organizational boundaries.
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.
Wednesday, November 18, 2009
Organizational Change
Thus far this week’s posts have been devoted to examining change. Let’s continue that trend by studying yet another theory. As you consider your role in change, contemplate the different parts of the formula below.
Beckhard (1969) explained the challenges of organizational change in terms of his D • V • F > R formula. D refers to the dissatisfaction with the way things are. This is the first step to initiating any kind of change. If people are happy with the way that things are, there is no need for change. V refers to a vision. Having a clear and shared vision is crucial to creating change. Without it, there’s no clear goals and subgroups of people will likely define their own separate visions. Pursuing such different visions is time consuming and wasteful, and never results in successful change. The F in Beckhard’s formula refers to the development of first steps that will lead towards change. This is an important part of keeping the momentum and getting things moving in the right direction. Being able to define smaller goals within a vision allows for more frequent achievements on the way to the big picture. This provides a sense of accomplishment, giving people hope and encouragement. Finally, Beckhard addresses people’s resistance to change – the R. Resistance is a natural part of change. People would rather stay with that which is familiar and comfortable. It takes the combination of dissatisfactions, clear vision, and first steps to help move beyond resistance and facilitate successful change.
So, what’s your role in each one of Beckhard’s stages? How can you help others to see that things aren’t what they should or could be? Do you have a vision? How can you most effectively convey it to your employees? What’s your plan for change? What steps will you and your team take? Finally, how will you deal with others’ (natural) resistance to change?
Yours is a great responsibility – as a leader/manager, you have to lead, inspire, teach, and set an example. Take your responsibilities seriously, because your performance will make a tremendous difference in your team’s success.
Beckhard, R. (1969). Organization development: Strategies and models. Reading, Massachusetts: Addison-Wesley.
Beckhard (1969) explained the challenges of organizational change in terms of his D • V • F > R formula. D refers to the dissatisfaction with the way things are. This is the first step to initiating any kind of change. If people are happy with the way that things are, there is no need for change. V refers to a vision. Having a clear and shared vision is crucial to creating change. Without it, there’s no clear goals and subgroups of people will likely define their own separate visions. Pursuing such different visions is time consuming and wasteful, and never results in successful change. The F in Beckhard’s formula refers to the development of first steps that will lead towards change. This is an important part of keeping the momentum and getting things moving in the right direction. Being able to define smaller goals within a vision allows for more frequent achievements on the way to the big picture. This provides a sense of accomplishment, giving people hope and encouragement. Finally, Beckhard addresses people’s resistance to change – the R. Resistance is a natural part of change. People would rather stay with that which is familiar and comfortable. It takes the combination of dissatisfactions, clear vision, and first steps to help move beyond resistance and facilitate successful change.
So, what’s your role in each one of Beckhard’s stages? How can you help others to see that things aren’t what they should or could be? Do you have a vision? How can you most effectively convey it to your employees? What’s your plan for change? What steps will you and your team take? Finally, how will you deal with others’ (natural) resistance to change?
Yours is a great responsibility – as a leader/manager, you have to lead, inspire, teach, and set an example. Take your responsibilities seriously, because your performance will make a tremendous difference in your team’s success.
Beckhard, R. (1969). Organization development: Strategies and models. Reading, Massachusetts: Addison-Wesley.
Tuesday, November 17, 2009
The Success Of Change – Part 3
Comparison
Although organized differently, Kotter’s and Collins’ approaches have much in common. Both address the importance of having the right people involved in a successful change process (leaders and team members alike). People seem to make up the very foundation of any project, and the careful selection of the right strengths, talents, and attitudes can make a tremendous difference in the project’s outcome. Another commonality involves the ability to examine reality and move forward towards the main goal. Identifying opportunities and utilizing crisis as motivators play important roles in moving forward.
Despite the obvious similarities, Kotter’s eight-stage process and Collins’ transformation process seem have marked differences. Kotter underlines the need for vision and strategy along with communications and short-term wins. Collins, on the other hand, seems to rely on a culture of discipline as a way of eliminating many negatives and facilitating success. Upon closer examination, however, these differences have familiar roots. The common denominator is the human factor – our talents, abilities, and attitudes dictate the outcome of any undertaking.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Although organized differently, Kotter’s and Collins’ approaches have much in common. Both address the importance of having the right people involved in a successful change process (leaders and team members alike). People seem to make up the very foundation of any project, and the careful selection of the right strengths, talents, and attitudes can make a tremendous difference in the project’s outcome. Another commonality involves the ability to examine reality and move forward towards the main goal. Identifying opportunities and utilizing crisis as motivators play important roles in moving forward.
Despite the obvious similarities, Kotter’s eight-stage process and Collins’ transformation process seem have marked differences. Kotter underlines the need for vision and strategy along with communications and short-term wins. Collins, on the other hand, seems to rely on a culture of discipline as a way of eliminating many negatives and facilitating success. Upon closer examination, however, these differences have familiar roots. The common denominator is the human factor – our talents, abilities, and attitudes dictate the outcome of any undertaking.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Monday, November 16, 2009
The Success Of Change – Part 2
Collins’ three-stage transformation process
Collins (2001, p.12-14) describes transformation as a process of buildup followed by breakthrough. This process is broken into three stages each containing two concepts. The three stages include disciplined people, disciplined thought, and disciplined action. Successful change begins with the right people. Collins (2001, p. 12-13) discusses the importance of having the right leader – someone who knows humility (rather than celebrity) and has a strong professional will. He also underlines how crucial it is to not only have the right team members, but to effectively pair their talents with a project’s needs.
Collins’ (2001, p.13) second stage focuses on disciplined thought. Here, he stresses the importance of facing reality (however harsh) without loosing focus or faith in being able to prevail. The second part of this stage involves being the best at the company’s core business. Simple competency and/or doing something for a long time are not enough.
The third stage of Collins’ (2001, p.13-14) transformation process addresses disciplined action. The first concept of this stage refers to the culture of discipline. Collins explains that disciplined people eliminate the needs for hierarchy, disciplined thought provides no need for bureaucracy, and disciplined actions have no need for excessive control. This culture of discipline can result in outstanding performance. The second concept of this stage underlines the importance of selecting the right technology as a means of support, rather than the primary method of transformation.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Collins (2001, p.12-14) describes transformation as a process of buildup followed by breakthrough. This process is broken into three stages each containing two concepts. The three stages include disciplined people, disciplined thought, and disciplined action. Successful change begins with the right people. Collins (2001, p. 12-13) discusses the importance of having the right leader – someone who knows humility (rather than celebrity) and has a strong professional will. He also underlines how crucial it is to not only have the right team members, but to effectively pair their talents with a project’s needs.
Collins’ (2001, p.13) second stage focuses on disciplined thought. Here, he stresses the importance of facing reality (however harsh) without loosing focus or faith in being able to prevail. The second part of this stage involves being the best at the company’s core business. Simple competency and/or doing something for a long time are not enough.
The third stage of Collins’ (2001, p.13-14) transformation process addresses disciplined action. The first concept of this stage refers to the culture of discipline. Collins explains that disciplined people eliminate the needs for hierarchy, disciplined thought provides no need for bureaucracy, and disciplined actions have no need for excessive control. This culture of discipline can result in outstanding performance. The second concept of this stage underlines the importance of selecting the right technology as a means of support, rather than the primary method of transformation.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
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