This is the final part in a series on organizational change Part 1:Leader, Be Prepared! Your Followers May Resist Change. Part 2: Change in Real Time: What You Need to Know As a Leader Part 3: Without a Strategy for Change, You’re Sunk Recently we explored the process of change in an organization. But any organization is built of people, [...]
Malcolm Webber
This is Part 3 in a series on organizational change Part 1: Leader, Be Prepared! Your Followers May Resist Change. Part 2: Change in Real Time: What You Need to Know As a Leader Large-scale change in an organization involves a process of experimentation and learning. It is impossible to anticipate all the possible problems or to prepare [...]
Malcolm Webber
This is Part 2 in a series on organizational change. Part 1: Leader, Be Prepared! Your Followers May Resist Change. Part 3: Without a Strategy for Change, You’re Sunk Leaders lead their constituents somewhere different from where they are already. Thus, the essence of leadership is change. Consequently, leaders must understand the change [...]
Malcolm Webber
Stress is directly related to change. Of course, not all stress is bad. Life without stress would be life without change, which would be life without growth, which would be life without life! Without at least some change and stress, we will go nowhere.
Malcolm Webber
People in an organization do not embrace change at the same time. According to Everett Rogers’ classic book, “Diffusion of Innovations,” people adopt “innovations” according to the various stages of a normal, bell-shaped curve (see chart).
Malcolm Webber
Even when a major change is clearly necessary and beneficial, it is stressful and painful for people. Change causes adjustment, discomfort, disruption and dislocation. A vital part of the process of implementing change involves motivating and supporting people.
Malcolm Webber
This letter describes the final two stages of Kotter’s eight-stage model of planned change in “Leading Change.”
Malcolm Webber
In a broad sense, what leaders do is stage revolutions. They constantly challenge the status quo, and when they recognize new opportunities or see something that needs to be changed, they do something about it. Thus, good leadership requires the ability to master revolutionary change. Leaders must understand change. This letter describes [...]
Malcolm Webber
The fourth stage of the eight-stage model of planned change that John Kotter presents in “Leading Change” is:
Malcolm Webber
In “Leading Change,” John Kotter presents an eight-stage model of planned change. This Letter examines the third stage of the model.
Malcolm Webber