Martin Summerhayes (martinsummerhay) wrote,
Martin Summerhayes
martinsummerhay

Management of Change - The Overall Model and the 8 Steps to Successful Change

"If at first you Don't Succeed, make sure you have a decent plan!" Anon

This post concerns the what I call The Overall Model or "TOM" and the first element within the Model - The Key Steps to Success.

So what is the "TOM" - The Overall Model, is how to describe the Management of Change framework. It comprises of a number of sections that you need to flesh out to create a framework to enable the success of the change programme you are going to embark on. The Model consists of the following sections:

[1]. Eight Steps to Successful Change
[2]. Leadership & Emotional Management of Change
[3]. Business Management
[4]. Communications
[5]. Marketing the programme
[6]. Media & Tools
[7]. Programme Plan
[8]. Decision Plan

I'll cover each of these in subsequent posts to describe in further detail and what you need to put in place. To kick this off, I have included in this post, the first section:

Eight Steps to Successful Change
Dr. John P. Kotter is a Professor of Leadership, Emeritus, at the Harvard Business School and a well-known thought leader in the field change.

He wrote two highly regarded books 'Leading Change' (1995) and the follow-up 'The Heart Of Change' (2002) describing a a fundamental model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change. The eight step change model can be summarised as:

1. Establish a Sense of Urgency: inspire people to move, make objectives real and relevant.

2. Build the Guiding Team: Get the right people in place with the right emotional commitment, and the right mix of skills and knowledge. This is critical. If you do not do this, then you will fail - period!

3. Develop and agree the Vision and Strategy: Get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive the service changes.

4. Communicate the Vision and get buy-in: Involve as many people as possible, both the sponsors, key stakeholder, plus people at LEAST 2 levels down in the organisation. It is the people at the grass roots level who can embrace the change. Communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.

5. Empowering Employees for Action: Remove obstacles, enable constructive feedback and lots of support from leaders, sponsors and key stakeholders. Recognise and visibly reward progress and achievements through the milestones achieved.

6. Create the opportunity to achieve short-term wins: Set milestones that are easy to achieve, in bite-size chunks. Manage the numbers of initiatives to make it easier to achieve milestones early. Make sure you complete stages before moving onto the next set of milestones or key change streams.

7. Don't let up and Keep your focus on the Change: Foster and encourage determination and persistence and ongoing change. Use ongoing progress reporting to demonstrate achievements and how quickly future milestones can be achieved.

8. Make change stick. Anchoring New Approaches in the Culture: Reinforce the value of successful change via recruitment, promotion, and change leaders. Yes, explicitly identify Change Leaders in the organisation - even call them by that title. Weave change into organisational culture.

For further information, you can refer to the model on Kotter's web site at:
www.kotterinternational.com

Tags: management of change, work
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