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Unformatted text preview: Leading Change: Why transformation efforts fail. Change process goes through a series of phases that, in total, usually require a considerable length of time. Critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard-won gains. Error 1: Not establishing a great enough sense of urgency Getting a transformation program started requires the aggressive cooperation of many individuals. Without motivation, people wont help, and the effort goes nowhere. Reasons for this failure: sometimes executives underestimate how hard it can be to drive people out of their comfort zones. Sometimes they grossly overestimate how successful they have already been in increasing urgency. Sometimes they lack patience. A paralysed senior management often comes from having too many managers and not enough leaders. Transformations often begin, and begin well, when an organization has a new head who is good leader and who sees the need for a major change. When the urgency rate is not pumped up enough, the transformation process cannot succeed, and the long-term future of the organization is put in jeopardy. When is the urgency rate high enough? From what I have seen, the answer is when about 75% of a companys management is honestly convinced that business as usual is totally unacceptable. Anything less can produce very serious problems later on in the process. Error 2: Not creating a powerful enough guiding coalition In successful transformations, the chairman or president or division general manager, plus another five or 15 or 50 people, come together and develop a shared commitment to excellent performance through renewal. Because the guiding coalition includes members who are not part of senior management, it tends to operate outside the normal hierarchy by definition....
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This note was uploaded on 08/11/2009 for the course ECOF 3001 taught by Professor - during the Three '09 term at University of Sydney.
- Three '09