Leading Change
John P. Kotter
The rate of change is not going to slow
Down anytime soon. If anything, competition
In most industries will probably speed up
Even more in the next few decades.
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
Yesterday.
Today..
Six Principles of Leadership for Addressing Adaptive Challenges
Get on the Balcony
Identify the Adaptive Challenge
Regulate Distress Productive level of distress
Maintain Disciplined Attention
Give the Work Back to the People
Protect Leadership from Below
Getting on the balcony
See patterns instead of isolated events
Understand structure, culture, norms
Identify struggles over value/power
Watch for reactions to change/loss
Identify the adaptive challenge(s)
Need to understand whether youre dealing with adaptive or technical work.
Open to gathering/hearing other perspectives
History of unresolved conflict
Festering issue, regardless of efforts
Regulating Distress--Holding Environment
Need to provide environment which creates productive level of distress
Safe but not too safe
Fosters necessary discussions
Raising the Heat.
Draw attention to tough questions
Give people more responsibility than they are comfortable with
Bring conflict to surface
Not in the parking lot
Listen to the gadflies, peons
Lower the Heat.
Address technical aspect of issue first
Address problem solving by breaking an issue into parts
Take responsibility backcarry the load
Use work avoidance wisely for short time
Slow down process of changing norms and expectations
Maintaining the Focus
Keep attention on the task at hand
Ensure topic has time to mature
Watch for work avoidance
Shifting focus to another topic
Laying blame
Creating ad hoc committees
Give the Work Back to the People
Resist the temptation to resolve the issue
Get people engaged
Place the work with the relevant parties
Ensures fair process
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision & Strategy
4. Communicating the Change Vision
5. Empowering Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains & Producing More Change
8. Anchoring New Approaches in the Culture
Source: Leading Change, John P. Kotter, 1998
The 8 Stage Process of Creating Major Change
Creating Major Change
PRODUCTIVE
RANGE OF
DISTRESS
Work avoidance
Threshold
of learning
Limit of tolerance
Technical
problem
Time
Disequilibrium
Distress and Adaptive Work
Adaptive challenge
The key to successful adaptive leadership is disappointing
peoples expectations at a rate they will tolerate.
--Ron Heifetz, MD
Leading the Change Process
Performance Consultants
Make recommendations
Translate job requirements into competencies
Apply Science of Learning & Human Performance
Generate solution options and metrics
Conduct effectiveness & cost analysis
(K, S, A, T)
Establishing a Sense of Urgency Examining the market & competitive realities Identifying & discussing crisis, potential crisis, major opportunities
Concepts: Create a crisis: highlight major weaknesses, allow errors to compound Eliminate obvious examples of excess (company facilities, services,etc Set goals & targets unrealistically high Distribute company-wide performance data highlighting deficiencies to more
employees Force interaction with unsatisfied customers, suppliers, shareholders. Use consultants to force more relevant & honest appraisals Bombard people with information on future opportunities, rewards for capitalize
on those opportunities, & potential lost opportunities.
Source: Leading Change, John P. Kotter, 1998
Creating Major Change
Creating a Guiding Coalition Putting together a group with enough power to lead the change Getting the group to work together like a team
4 Key Characteristics of Guiding Coalition: Positional Power: Are enough key players on board, especially the main line
managers, so those left out can not easily block progress? Expertise: Are the various points of view, relevant to the tasks at hand,
adequately represented so that informed, intelligent decisions can be made? Credibility: Does the group have enough people, with good reputations, that
its pronoucements will be taken serious by the other employees? Leadership: Does the group include enough proven leaders to be able to
drive the change process?
Source: Leading Change, John P. Kotter, 1998
Creating Major Change
Developing a Vision & Strategy Creating a vision to help direct the change effort Developing strategies for achieving that vision
Characteristics of an Effective Vision Imaginable: Conveys a picture of what the future will look like Desirable: Appeals to the long-term interests of employees, customers,
stakeholders. Feasible: Comprises realistic, attainable goals Focused: Is clear enough to provide guidance in decision making Flexible: Is it general enough to allow individual initiative & alternative
responses in light of changing condition. Communicable: Is easy to communicate, can be successfully explained
within 5 minutes.
Source: Leading Change, John P. Kotter, 1998
Creating Major Change
Communicating the Change Vision Using every vehicle possible to constantly communicate the new vision & strategies Having the guiding coalition role model the behavior expected of employees
Key elements in communicating the vision: Simplicity. All jargon & technobabble must be eliminated. Metaphor, Analogy & Example. A verbal picture is worth a thousand
words. Multiple Forums. Big meetings & small, memos, newspapers, formal and
informal meetings. Repetition. Ideas sink in only after they have been heard many times Leadership by Example. Behavior by important people that is inconsistent
with the vision overwhelms other forms of communication. Explanation of Seeming Inconsistency. Unaddressed inconsistencies
undermine the credibility of all communications. Give & Take. Two way communication is always more powerful and one-
way communication.
Source: Leading Change, John P. Kotter, 1998
Creating Major Change
Empowering Broad-Based Action Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging risk taking & non-traditional ideas, activities & actions
Empowering People to Effect Change
Communicate a sensible vision to employees. Make sure structures are compatible with the vision. Provide the training employees need. Align information and personnel systems to the vision. Confront supervisors who undercut needed change.
Source: Leading Change, John P. Kotter, 1998
Creating Major Change
Generating Short-Term Wins Planning for visible improvements in performance, or wins Creating those wins Visibly recognizing & rewarding people who made the win possible
1. Provides evidence that sacrifices are worth it. 2. Reward change agents. 3. Helps fine-tune vision & strategies. 4. Undermine cynics and self-serving registers. 5. Keep bosses on board. 6. Build Momentum.
Source: Leading Change, John P. Kotter, 1998
Creating Major Change
Consolidating Gains & Producing More Change Using increased credibility to change all systems, structures & policies that dont fit together and dont fit the transformation strategy Hiring, promoting, & developing people who can implement the change vision Reinvigorating the process with new projects, themes & change agents
More change, not less. The guiding coalition uses the credibility afforded by the short-term wins to tackle additional and bigger change projects
More Help. Additional people are brought in, promoted and developed to help with all the changes
Leadership from Senior Management. Senior people focus on maintaining clarity of shared purpose, keeping urgency levels up.
People management & leadership from below. Lower ranks in the hierarchy provide both leadership & management for specific projects.
Reduction of unnecessary interdependencies. To make change easier in both short/long-term, managers identify and eliminate unnecessary organizational interdependencies.
Source: Leading Change, John P. Kotter, 1998
Note: Resistance is always waiting to reassert itself!
Creating Major Change
Anchoring New Approaches in the Culture Creating better performance through customer- & productivity oriented behavior, more and better leadership, & more effective management Articulating the connections between new behavior & organizational success Developing means to ensure leadership development & succession
Concepts: Culture changes come last, not first. Most alteration in norms & shared values come at
the end of the transformation process Results matter. New approaches usually sink into a culture only after it is very clear that
they work and are superior to the old methods. Requires a lot of talk. Without verbal instruction and support, people are reluctant to
admit the validity of new practices. May involve turnover. Sometime the only way to change a culture is to change key
people. Makes decision on succession crucial. If promotion processes are not changed to be
compatible with the new practices, the old culture will reassert itself
Source: Leading Change, John P. Kotter, 1998
Creating Major Change
Copyright 2010 by ICSI
Transforming Health Care Through Collaboration
Advancing Leadership Skills for Todays Needs
A Framework for Tomorrow
Gary Oftedahl, MD
Objectives
Background
Adaptive Framework overview
Leadership/Authority
Breaking it downwhat do I do?
Moving ahead
Discussion and questions
The Way It Is
We no longer live in a world where we have the right to expect authorities to know the answers
The challenges our organizations face are complex Require MORE THAN application of expertise
Require changes in the habits, attitudes and values of people high and low in the organization
Recognizing the Challenges of Leadership
Framing the issues
Adaptive Challenges
Situation is complex, solution not obvious
Cant be done within present system
Need to change/address deeply held beliefs and values
Loss is inherent part of process
Framing the Issues
Technical Challenges
Problem well defined
Answer can be found within present structure
Implementation is clear
Value of expert to provide answer
Adaptive Challenges
We look for the wrong kind of leadership
Human behavior and Uncertainty
Leadership and authority
Authority
Power entrusted to perform a service
Meeting expectations good leader
Power and position decrease if expectations are not met
Important in driving technical change
BUTwhat if its not technical?
Leadership = authority but used differently
Authority in the Adaptive Work Using Authority with a New Focus
Frame and provide tough questions
Rather than fulfilling the expectation for answers
Let people feel the pinch of reality
Rather than protect people from an outside threat
Disorient people so that new role relationships develop
Rather than orient people to their current roles
Draw issues out
Rather than quell conflict
Challenge the way to do business, distinguishing those values and norms that must endure from those that should go
Rather than maintain norms
Protecting Voices of Leadership Without Authority
Protect the voices you want to silence
Annoyance is a signal of opportunity
Is there potential value in addressing the provocative questions being raised?
Leadership Actions for Adaptive Challenges
Listen Concerns, fears expressed
Create environment to foster dialogue
Reflect Feed back from your balcony position
Assess reaction to see if you are on mark
Intervene PDSAexperiment
New discovery to introduce
The most common cause of leadership failure is treating an
adaptive problem with a technical fix.
Your Commitment
Get on the balcony
Identify the adaptive challenge
Keep the level of distress within a tolerable range for addressing adaptive challenges
Focus attention on ripening issues and not on stress-reducing distractions
Give the work back to the people -- at a rate they can tolerate
Protect voices of leadership without authority
Copyright 2010 by ICSI
Transforming Health Care Through Collaboration
Thank you.
Questions??