leading change presentation
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Leading ChangeTRANSCRIPT
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KOTTER & MORE
Leading Change
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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.
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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.
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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.
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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
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People – are key
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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.
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Adopter Categorization
Everett Rogers – Diffusion of Innovation, 5 th Edition
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Innovators
VenturesomeFriendships among innovatorsSubstantial financial resourcesUnderstand and apply complex technical
knowledgeAbility to deal with high degree of
uncertainty
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Early Adopters
RespectedIntegrated part of local social systemGreatest degree of opinion leadership
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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.
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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
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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
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Adopter Categorization
Everett Rogers – Diffusion of Innovation, 5 th Edition
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Power of Networks
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Power of Networks
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Isolated ResearchersWeak Ties
BiologyCluster
Math/Physics
Chemistry
CS/EE
Engineering
Biotechnolgoy
Earth Sciences
Biology
Infectious Diseases Medical Brain Health Professionals Social Sciences Humanities
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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
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Relative advantage
The relative advantage of an innovation, as perceived by members, is positively related to its rate of adoption… $$$ Status Incentives Mandates
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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
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Complexity
As perceived by members of a social system, is negatively related to its rate of adoption
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Trialability
As perceived by members of a social system, is positively related to its rate of adoption.
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Observability
As perceived by members of a social system, is positively related to its rate of adoption