Change Phases (Фазы перемен)
(Kotter)

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Часто, процесс создания ценности требует значительных изменений. John Kotter пришел к заключению в своей книге «A force for Change: How Leadership Differs from Management» (1990), что существуют 8 причин, почему многие процессы изменений не достигают успеха:


8 причин, почему многие процессы изменений не достигают успеха

  • Позволять too much сложности.

  • Неспособность создать серьезную коалицию.

  • Не понимание потребность для ясного видения.

  • Неспособность ясно передать видение.

  • Трудности в реализации видения.

  • Отсутствие планирования и реализации краткосрочных результатов.

  • Объявление слишком скорой победы.

  • Неспособность фиксировать изменения в корпоративной культуре.

Модель фаз перемен

Для того чтобы предотвратить эти ошибки, Kotter создал следующую модель фаз перемен. Она также состоит из 8 стадий:

  1. Создайте чувство срочности (sense of urgency).

  2. Создайте коалицию.

  3. Разработайте ясное видение.

  4. Распространите видение.

  5. Окажите поддержку людям для того, чтобы преодолеть препятствия.

  6. Обеспечьте краткосрочные выигрыши.

  7. Консолидируйтесь и продолжайте двигаться.

  8. Фиксируйте изменение.

Согласно Kotter, важно следовать 8 фазам перемен точно в вышеуказанной последовательности.


Книга: John Kotter - A force for Change -


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Сравните с Change Phases (Фазы перемен):  Six Change Approaches (6 подходов к изменениям)  |  Forget Borrow Learn (Забыть, занять, выучить)  |  Organic Organization (Органическая организация)  |  Force Field Analysis (Анализ силового поля)  |  Appreciative Inquiry (Восприимчивое дознание)  |  Positive Deviance (Позитивное отклонение)  |  Changing Organization Cultures (Изменение организационных культур)  |  Culture Types (Культурные типы)  |  Core Group Theory (Теория центральной группы)  |  Planned Behavior (Запланированное поведение)  |  Business Process Reengineering (Реорганизация бизнес процессов)  |  Kaizen (Кайдзен)  |  Change Management (Управление изменениями)  |  DICE Framework (Концепция DICE)  |  Change Model Beckhard (Модель перемен Beckhard)  |  Dimensions of Change (Параметры перемен)  |  Result Oriented Management (Менеджмент, ориентированный на результат)  |  Causal Model of Organizational Performance and Change (Причинно-следственная модель организационной деятельности и изменения)


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