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Three reasons people oppose change long-term

Three reasons people oppose change long-term. They don’t have fundamental personal competencies They don’t want to learn They aren’t actively committed to the cause Source: Elash. Four blockages to organisational change. Ignorance – fear of the unknown

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Three reasons people oppose change long-term

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  1. Three reasons people oppose change long-term They don’t have fundamental personal competencies They don’t want to learn They aren’t actively committed to the cause Source: Elash

  2. Four blockages to organisational change Ignorance – fear of the unknown Lethargy – insufficient pace and urgency Committees – stodgy bureaucracy Inflexibility – aversion to risk or learning Source: Kotter HBR April 2012

  3. Four perspectives of change The financial perspective The customer perspective Process perspective Learning and growth perspective Source: Kaplan and Norton

  4. Five features of a learning organisation Systematic problem solving Experimentation with new approaches Learning from their own experience & past history Learning from the experience & past history of others Transferring knowledge quickly and efficiently throughout the organisation Source: Garvin 1993

  5. Five top management requirements for change Create a sense of urgency Develop competitor focus and awareness at all levels Provide employees with the skills needed to be effective Give time to digest one challenge before launching the next Establish clear milestones and review mechanisms Source: Hamel and Prahalad

  6. Eight errors when creating lasting change Not establishing a great enough sense of urgency Not creating a powerful enough guiding coalition Lacking a vision Undercommiting the vision by a factor of ten Not removing obstacles to the new vision Not planning for, and achieving short term wins Declaring victory too soon Not anchoring changes within the organisational culture Source: John Kotter

  7. Nine attributes of an innovative organisation Challenge/involvement Freedom Trust and openness Idea time Playfulness and humour Conflict Idea support Debate Risk taking Source: General Electric

  8. Managers who manage change well: Have vision not just reactions Care more about achievement than status Show they are committed not detached Are accessible not unapproachable Are communicators not introverts Are politically sensitive not politically ignorant Take responsibility rather than pass it Are adaptable not inflexible Are developing and learning not declining Source: Mike Bichard

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