XV - Leading Change - 1 Leading Change Leading Change The...

Info iconThis preview shows pages 1–7. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: 1 Leading Change Leading Change The Final Chapter! The Final Chapter! 2 Learning from Lincoln 3 Ex. 15.1 Ex. 15.1 Forces Driving the Need for Major Organizational Forces Driving the Need for Major Organizational Change Change 4 Strong Leadership Strong Leadership • Want change instead of maintaining status quo • Demonstrate courage • Believe in employees’ capacity to assume responsibility • Able to assimilate and articulate values that promote adaptability • Recognize and learn from own mistakes 5 Ex. 15.2 Ex. 15.2 The Eight-Stage Model of Planned Organizational The Eight-Stage Model of Planned Organizational Change Change 1. Establish a sense of urgency 2. Form a powerful guiding coalition 3. Develop a compelling vision and strategy 4. Communicate the vision widely 5. Empower employees to act on the vision 6. Generate short-term wins 7. Keep up urgency to tackle bigger problems 8. Make the change stick 6 Ex. 15.3 Ex. 15.3 A Range of Everyday Change Strategies A Range of Everyday Change Strategies 7...
View Full Document

This document was uploaded on 09/19/2011.

Page1 / 17

XV - Leading Change - 1 Leading Change Leading Change The...

This preview shows document pages 1 - 7. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online