KOTTER & MORE

Leading Change

Kotter

Every leader can profit from Kotter's thinking on a practical eight stage process that should help achieve successful change.

He argues that organizations can't get where they need to be through incremental change (20th Century processes).

In the twenty-first century change will be constant, increasingly frequent, and required for survival.

Kotter

Employee will need to know more about both leadership and management than his or her counterpart.

This learning will be continuous and necessary. Kotter suggests that the mental habits needed

to support this lifelong learning are: (1) risk taking, (2) humble self-reflection, (3) solicitation of ideas and opinions of others, (4) careful listening, and (5) openness to new ideas.

Kotter’s steps

His steps include:(1) establishing a sense of urgency, (2) creating a guiding coalition, (3) developing a vision and strategy, (4) communicating the change vision, (5) empowering employees for broad-based action, (6) generating short-term wins, (7) consolidating gains and producing more change,

and (8) anchoring new approaches in the culture. These

steps can be adapted to organizations of all sizes.

Diffusion of Innovation

Select people (adopters) you work with…Use power of networks…Focus on adopter-appropriate innovation…

(trailabililty, compatibility, relative advantage, observability, complexity, adaptation)

Everett Rogers – Diffusion of Innovation, 5th Edition

People – are key

People - Perceptions Count

The receiver's perceptions of the attributes of an innovation, not the attributes as classified by experts or changes agents, affect its rate of adoption.

Adopter Categorization

Everett Rogers – Diffusion of Innovation, 5 th Edition

Innovators

VenturesomeFriendships among innovatorsSubstantial financial resourcesUnderstand and apply complex technical

knowledgeAbility to deal with high degree of

uncertainty

Early Adopters

RespectedIntegrated part of local social systemGreatest degree of opinion leadership

Early Majority

DeliberateAdopt new ideas just before the average

member of a systemInteract frequently with their peersMost numerous adopter category (one-third

of the system)Follow with deliberate willingness in

adopting innovations, but seldom lead.

Late Majority

SkepticalAdoption may be both an economic

necessity and the result of increasing network pressures from peers

Innovations are approached with a skeptical and cautious air

Pressure of peers is necessary to motivate adoption

Scarce resources – uncertainty must be removed

Laggards

TraditionalLast to adoptPoint of reference is the pastDecisions are made in terms of what has

been done previouslySuspicious of innovation and change agentsLimited resources

Adopter Categorization

Everett Rogers – Diffusion of Innovation, 5 th Edition

Power of Networks

Power of Networks

Isolated ResearchersWeak Ties

BiologyCluster

Math/Physics

Chemistry

CS/EE

Engineering

Biotechnolgoy

Earth Sciences

Biology

Infectious Diseases Medical Brain Health Professionals Social Sciences Humanities

Isolated Well FundedResearchers

Less FundedConnected

Researchers

Well FundedIsolated Cluster

MikeKirby

Math/Physics

Chemistry

CS/EE

Engineering

Biotechnolgoy

Earth Sciences

Biology

Infectious Diseases Medical Brain Health Professionals Social Sciences Humanities

Relative advantage

The relative advantage of an innovation, as perceived by members, is positively related to its rate of adoption… $$$ Status Incentives Mandates

Compatibility

As perceived by members of a social system, is positively related to its rate of adoption Combatable with old ideas Innovation negativism – previous negative experiences

make for perception of incompatibility Naming

Complexity

As perceived by members of a social system, is negatively related to its rate of adoption

Trialability

As perceived by members of a social system, is positively related to its rate of adoption.

Observability

As perceived by members of a social system, is positively related to its rate of adoption