Change Phases (Фазы перемен)
(Kotter)

Центр Знаний

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

Форум Обсуждения на форуме о Фазы перемен. Ниже вы можете задать вопрос по этой теме, поделиться своим опытом, сообщить о новой разработке или что-то пояснить. Начать новую тему об Фазы перемен Поделитесь своими знаниями здесь (или задайте вопрос)   The Roles of Managers in Organizational Change (Carnall) Effective change management goes beyond the mere implementation of change and involves leading, managing, directing the employees successfully through organizational change. Organizations may have a c... 26   10 комментария How is the Change Presented and Communicated? Though I believe that with change management substance is important, I believe that form is also important. That which is first noticeable in the continuum of change is quite often form. With form, ... 11   1 комментария Add Unlearning to Kotter's Change Phase Model Even when a lot has been discussed about why change process don't succeed and various points have been outlined, but I feel that the power of unlearning has been left out in all these discussion so fa... 10   4 комментария Using Kotter After Cameron and Quinn's Competing Values Framework At the moment I am describing the organisational situation using the competing values framework (Cameron and Quinn) and would like to know if anybody has remarks/suggestions on how to best translate t... 9   1 комментария Our Iceberg is Melting A recent book by Kotter is: "Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions". In this light, quick read in the form of an allegory, Kotter explains his 8-step framework for effec... 8   2 комментария Kotter Change Steps for Political Change Since I learned the 8 steps change approach of Kotter, I've started following them in my business initiatives and I noticed that although not easy to do, it leads to success for sure if they are faith... 8   2 комментария Organizational Change: Why Establish a Sense of Urgency First? Let's focus on point number one of Kotter's Change Phases model. The statement/phrase, "Establish a sense of urgency", is not and should not be a directive to just stop whatever you are doing and jum... 7   Kotter Change Model in Public Sector As a 2yr MBA student and a middle manager within the fire service, I'm investigating an organisational change programme. I am interested to hear of public sector organisational change programmes tha... 6   3 комментария

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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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