MSC-Helga Kristin Magnusdottir-June 2018.pdf

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2.2.6 Generate Short-term Wins To keep people on the subject of celebrating milestones is important. Many changes take years to implement and having defined milestones along the way will make a difference in the process. Good, short-term wins are visible, unambiguous and are related to the change effort (Kotter, 1996). Short-term wins help the transformation in six ways, Kotter explains. First, they show people that the sacrifices made are worth it. Second, they reward those working on the change by building good morale and motivation. Third, producing wins can
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10 help test the vision and strategies where they might need fine-tuning. Forth, improvements that are visible make it harder for the people resisting the change to block it. Fifth, visible results will also retain support from superiors, and, finally, it will build a momentum (Kotter, 1996). In a successful transformation, managers create short-term wins instead of merely hoping for them. By means of looking for clear performance improvements, make new goals and reward those who do well in the process. In a change processes that span a long period, commitment to producing short-term wins helps to keep the urgency level up and to move the change forward (Kotter, 1995). 2.2.7 Sustain Acceleration Change processes in organizations are complex and can span a long period. When changes are made in one division they can and often will affect another, and so on. When the implementation process has been in some way successful, managers may be tempted to declare victory. Declaring a war won too soon can have consequences and critical momentum can be lost. The reason for this is that changes that have not been anchored into the culture of the organization can be very fragile (Kotter, 1996). When changes have become apparent, managers need to use them to keep acceleration. Successful change efforts are composed of five key factors: more change is created, additional people are brought in to help, senior management keeps the urgency up, change projects are lead and managed by people lower in the hierarchy and finally, managers eliminate interdependencies (Kotter, 1996). The change process is complicated and takes time, thus having leaders and managers that drive the change is important. Having small victories on the way should be used to encourage people and to continue the change effort until the end (Kotter, 1996). 2.2.8 Institute Change The last step of the process is to have changes anchored in the organizational culture. Organizational culture is reluctantly changed, and two factors are particularly important when institutionalizing change in the culture. They are, to show people that the change has helped improve performance and to make sure that the next generation of managers personifies new approaches. Managers and leaders need to continually point out progress and tell success stories of the change process where it can help give the change a place in
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11 the organizational culture. Managers and leaders of the change effort also need to continue to support the change. By linking performance and new methods, the change will stick when
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  • Fall '19
  • Qualitative Research, John Paul Kotter

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