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企业的价值创造过程，往往也是巨大的变革过程。 John Kotter在他的《变革的力量：领导与管理的区别》 （A Force for Change: How Leadership Differs from Management，1990）一书中总结道，变革失败不外乎八个原因。
变革失败的八个原因
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允许许多自满。
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缺少坚实的合作基础。
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缺少一个清晰的愿景。
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缺少对愿景的有效沟通。
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存有阻挠愿景实现的障碍。
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缺少短期目标计划。
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过早宣告变革成功。
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变革脱离企业文化。
变革阶段模型
为了预防以上错误，Kotter提出了变革阶段模型， 包括以下八个变革阶段：
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产生紧迫之感。
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构建联合基础。
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制定清晰愿景。
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分享变革愿景。
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给予清障权力。
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保护短期成绩。
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继续扩大战果。
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巩固变革成果。
Kotter主张，变革一定要严格按照这八个阶段步骤来执行。
参考书： John Kotter - A force for Change
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变革阶段 小组。
小组 (10名成员)
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关于以下内容的论坛讨论：变革阶段。您可以在下方提出有关此主题的问题、分享您的经验、报告新的发展或解释一些事情。
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比较： Six Change Approaches[六变革法] | Forget Borrow Learn[遗忘借用学习法] | Organic Organization[有机式组织] | Force Field Analysis[力场分析法] | Appreciative Inquiry[肯定式探询] | Positive Deviance[正向偏差] | Changing Organization Cultures[组织文化变革法] | Culture Types[文化类型] | Core Group Theory[核心组理论] | Theory of Planned Behavior[计划行为理论] | Business Process Reengineering[业务流程重组] | Kaizen[改善] | Change Management[变革管理] | DICE Framework[DICE架构] | Change Model Beckhard[Beckhard变革模型] | Dimensions of Change[变革尺度] | Result Oriented Management[业绩导向管理] | Causal Model of Organizational Performance and Change[组织绩效与变革因果关系模型]
返回到分类主页： 变革与组织 | 人力资源管理 | 领导力 | 计划与项目管理 | 战略与创新
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