Demographics

External forces that stimulate change Demographic characteristics

Technological advancements

Shareholder, Customer, and Market changes

Social and political pressures

Internal forces that stimulate change Human resource problems

High turnover

Perceptions of unfair treatment

Managerial Behavior/Decisions

Excessive interpersonal conflict

Inadequate direction or support

Types of Organizational Change Adaptive Change

Innovative Change

Radically Innovative Change

Adaptive Change Reintroducing a familiar practice

Innovative Change Introducing a practice new to the organization

Radically Innovative Change Introducing a practice new to the industry

Unfreezing Creates the motivation to change

Benchmarking Data

Financial data, emerging trends

Changing Provides new information, new behavioral models, or new ways of looking at things

Refreezing Helps employees integrate the changed behavior or attitude into their normal way of doing things

Kotter's Eight Steps for Leading Organizational Change Establish a sense of urgency

Create the guiding coalition

Develop a vision and strategy

Communicate the change-vision

Empower broad-based action

Generate short-term wins

Consolidate gains and produce more change

Anchor new approaches in the culture

Establish a sense of urgency Unfreeze the organization by creating a compelling reason for why change is needed

guiding coalition Create a cross-functional, cross-level group of people with enough power to lead the change

Develop a vision and strategy Create a vision and strategic plan to guide the change process

Communicate the change-vision Create and implement a communication strategy that consistently communicates the new vision and strategic plan

Empower broad-based action Eliminate barriers to change, use target elements of change to transform the organization

Generate short-term wins Plan for and create short-term "wins" or improvements

Consolidate gains and produce more change The guiding coalition...