Change Phases
(Kotter)

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概要、フォーラム、ベストプラクティス、専門家のヒント、情報源。


概要

頻繁に、価値を創造することは重要な変更を要求する。 ジョンKotterは彼の本「A force for Changeで完了した: 多くの変更プロセスがなぜ成功しないか8つの理由があることHow Leadership Differs from Management」 (1990年):


多くの変更プロセスがなぜ成功しないか8つの理由

  • たくさんの複雑さを割り当てること。

  • 相当な連合を造らないことを。

  • 明らかな視野のための必要性を理解しないこと。

  • 明らかに視野を伝えないことを。

  • 視野に対する割り当てる障害物。

  • 短期決算、業績のために計画しし、それらを実現しない。

  • 勝利を余りにすぐに宣言する。

  • アンカーへの失敗は企業体質で変わる。

変更はモデルを段階的に行なう

これらの間違えることを防ぐようにKotterは次のChange Phasesモデルを創造した。 それは8つのステップからまた成っている:

  1. 緊迫感を確立しなさい。

  2. 連合を創造しなさい。

  3. 明らかな視野を開発しなさい。

  4. 視野を共有しなさい。

  5. 明らかな障害に人々に権限を与えなさい。

  6. 短期勝利を保証しなさい。

  7. 強化し、動き続ける。

  8. 変更を固定しなさい。

Kotterに従って、上記の厳密な順序の変更の8段階に続くことは重大である。


本: John Kotter - A force for Change -


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ベストプラクティス

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フェーズを変更に関する最も評価の高いディスカッショントピック。ここでは、最も価値のあるアイデアと実用的な提案を見つけます。


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エキスパートのヒント

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Change Phasesについての高度な洞察(英語)。ここには専門家による専門的なアドバイスがあります。


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ニュース動画プレゼンテーション書籍もっと

Change Phasesをと比較した:  Six Change Approaches  |  Forget Borrow Learn  |  Organic Organization  |  Force Field Analysis  |  Appreciative Inquiry  |  Positive Deviance  |  Changing Organization Cultures  |  文化はタイプする  |  Core Group Theory  |  Planned Behavior  |  Business Process Reengineering  |  Kaizen  |  Change Management  |  DICE Framework  |  Change Model Beckhard  |  Dimensions of Change  |  Result Oriented Management  |  組織のパフォーマンスおよび変更の原因モデル


経営ハブに戻る: 変更と組織人材リーダーシップ  |  プログラム・プロジェクト管理  |  戦略


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