Kotter's leading change chapter 5
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The document summarizes key points from John P. Kotter's book on developing a vision and strategy for leading change. It discusses that an effective vision should be imaginable, desirable, feasible, focused, flexible, and communicable. It provides examples of ineffective visions and outlines characteristics of effective transformational visions, emphasizing that creating a vision requires both rational and emotional input over a period of time from a guiding team.
Kotter's leading change chapter 5
- 1. The Leading Change News Group 1 EMBA 11 th Batch 20 th January, 2014 Shwe Pyi Hein (RN – 10) Tin Naing Lynn (RN – 25) Aung Moe (RN – 27) Kyaw Zay Ya (RN – 60) Zaw Lin (RN – 23) Phyu Phyu Myint (RN – 33) Su Myat Nandar (RN – 36) Cho Cho Win (RN – 54) Myat Su Tun Lwin (RN – 24) Thinzar Aung (RN – 4)
- 2. Presentation on John P. Kotter’s Leading Change Chapter 5 Developing a Vision and Strategy
- 3. NEWS Date today 20/01/2014 Imagine The Following • Authoritarian decree • Micromanagement • Vision ARTICLE HEADLINE In libris graecis appetere mea. At vim odio lorem omnes, pri id iuvaret partiendo. Vivendo menandri et sed. Lorem volumus blandit cu has.Sit cu alia porro fuisset. Ea pro natum invidunt repudiandae, his et facilisis vituperatoribus. Mei eu ubique altera senserit, consul eripuit accusata has ne. Ignota verterem te nam, eu cibo causae menandri vim.
- 4. NEWS Date today 20/01/2014 Why Vision is Essential ? “ A picture of the “ A picture of the future with some future with some implicit or explicit implicit or explicit commentary on why commentary on why people should strive people should strive to to create that create that future” future” 1. by clarifying the general direction of change 2. by motivating people to take action in the right direction 3. by helping coordinate the actions of different people
- 5. 1. BY ClarifYing The Direction of Change • Effective • “Is this in vision and line with the back-up vision?” strategies help resolve these issues can help eliminate hours, days, or even months of torturous discussion
- 6. 2. By Motivating Action • Not necessarily in people’s short-term self interests Increasingly Forced out of comfort zones Made to work with fewer resources Asked to learn new skills and behaviors Threatened with the possibility of job loss
- 7. “A good vision acknowledges that sacrifices will be necessary but makes clear that these sacrifices will yield particular benefits and personal satisfactions that are far superior to those available today – or tomorrow – without attempting to change”
- 8. 3. By coordinating The Action of People Vision helps align individuals Thus coordinating the actions of motivated people in a remarkably efficient way The coordination cost of change can be huge With the shared vision, they can work with some degree of autonomy
- 10. The Nature of An Effective Vision • Mundane and simple • Only one element in a larger system • Includes strategies, plans and budgets
- 11. • Effective visions have at least characteristics – 1. Imaginable – 2. Desirable – 3. Feasible – 4. Focused – 5. Flexible – 6. Communicable six key
- 12. Imaginable Picture of the Future • Without vision, change programs never work well • Vision never ignores the legitimate long-term interest of anyone • Visions that try to help some constituencies by trampling on the right of others ultimately demoralizes followers and motivate a counter attack
- 13. • Corporate visions which aren’t deeply rooted in the reality of product or service markets – recipes for disaster • Employees or investors have alternatives, the organization that ignore their needs pursues a self-destructive path
- 14. • Why??? – Management is feeling pressure from one constituency at the same time it has a quasimonopoly position over another constituency – Short-term pressure and the human capacity to rationalize unwise or negative actions can combine to lead reasonable people to act in unreasonable ways
- 15. • Questions? – If the vision is made real, how will it affect customers? – How will this vision affect stockholders? – How will this vision affect employees?
- 16. Strategic Feasibility • A vision is grounded in a clear and rational understanding of the organization, its market environment, and competitive trends • Many firms need to become less inwardly focused, centralized, hierarchical, slow in decision making, and political if they are to succeed in the marketplace
- 17. Focus, Flexibility, and Ease of Communication • Focused enough to guide employees • Long and detailed pronouncements not only can feel like straitjackets but can soon become obsolete in a rapidly changing world • Choose communicability as a key criterion
- 18. THE Effetive and Ineffective Vision CELEBRITY NEWS AND GOSSIP WORLD EXCLUSIVES A Few Examples: An effective vision will not feel desirable to some An effective vision is not the “Quality Program” An effective vision is not a hopelessly vague listing of positive values
- 19. THE “If you cannot describe your vision to someone in five minutes and get their interest, you have more work to do in this phase of a transformation process”
- 20. THE Characteristics of the most effective transformational visions • Ambitious enough to force people out of comfort zone • Aim in general way at providing better and better products or services • Take advantage of fundamental trends • Make no attempt to exploit anyone
- 21. CREATING THE VISION: CELEBRITY NEWS AND GOSSIP Exercise of both Heart & Head Takes some Time Always involves a group of People Is tough do well WORLD EXCLUSIVES
- 22. THE Creating an Effective Vision First draft Role of the guiding coalition Importance of teamwork Role of the head and the heart Messiness of the process Time frame End product
- 23. THE Want to have Effective Visions ? Think of vision as: Not a component of effective management Usually anything but simple Both head and heart are required Need teamwork Frame the time to complete the process
- 24. An ineffective vision may be worse than no vision at all
- 25. Thank You