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Many executives try to change organizations. Few succeed. And as most executives who have lived through change initiatives will admit, fewer still want to try again. Who can blame them for their reluctance? The process is terribly painful, the logistics are enormously complex, the organization wants deeply not to changeand the success rate is abysmal. Yet most organizations must change, and change profoundly, if theyre to stay alive.
Session 2
Leadership, Vision, and the Initiation of Organizational Change
Cultural:
artifacts values assumptions
FIRM
Middle Managers Suppliers
Banks/Creditors
What is a loosely-coupled system? Why is it difficult to change in a looselycoupled system? Strategies of change in a loosely-coupled system Implications for the Motorola and Galvin case
Socialization processes
Professional, within team, within company
Structural
Further Questions
What are the advantages and difficulties of initiating change in a good time?
From weakness
A sense of urgency Challenges of presumptions What are the difficulties?
1. 2. 3. 4. 5. 6. 7. 8.
A sense of urgency A guiding coalition Creating a vision Communicating the vision Removing obstacles Planning for short-term wins Not declaring victories too early Aiming at cultural changes
A marketing campaign
Listening in Working with lead customers Developing a theme
A military campaign
Getting attention Choosing beachheads Creating a war room
Solution
Doubt produces change Re-socialization produces change Equalization produces change Distraction produces change Dependability produces change
Strategy
Attention management Training programs
Decision structure
Organizational slack