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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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 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 far. Even Kotter's change theory does not tal...
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Kotter and Public Sector Change
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 that have been based upon Kotter's 8 step model. ...
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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, I'm suggesting that the way you present cha...
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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 faithfully executed.
I've started a ...
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Neglecting the Change Phases
I lead a change process where I was acutely aware of the fact that the initiation of change was based on a positive vision but nothing was broken, we had no "burning platform". I was not in the position to generate one either. Having the aware...
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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 effective corporate change through the tale of a colony o...
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变革阶段 小组
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变革阶段 培训|活动
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 The Roles of Top and Middle Management in Change
Top management must commit itself in words and deeds to accomplish the planned change. We must go more for substance rather than form. Engagement is necessary and the role of middle management is crucial as facilitators and communicator...
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Creating the Right Conditions Before Implementing the 8 Steps
Kotter's 8-Step Change Process is clear, concise and simple to implement. It is a superb framework for change. Before implementing it, please e...
Usage (application)Things to do Before Starting a Major Change Initiative
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Personal Networks of Successful Change Agents
Organizational change is often difficult to achieve because it disturbs the hierarchical structures and the way to accomplish things. For this reason ...
Usage (application)Leading Major and Minor Change Initiatives
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Leadership Strategies for Change
In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through Change program, in whic...
Usage (application)Initiate, implement, develop and sustain change
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Why Employee Involvement (Phases 1-5) is so Important
The concept of bases of social power is very important for organizations in the context ...
Usage (application)Acknowledging the Power of Employees
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Strategic Change is Acausal and Subject to Equifinality
The change phases concept by Kotter represents a traditional reflection on the problem of strategic change, the constructivist systematic approach of ...
Usage (application)Understanding the True Complexity of Organizational Change
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Key Success Factors when you're Designing your Change Management Program
In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, December 20, 2010), Ashley Harshak...
Usage (application)Best Practices, Change Management, Organizational Change
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Innovating Under the Radar
If somewhere below in a large corporation an innovator has a very bright, daring, promising but for some perhaps also threatening idea, the traditiona...
Usage (application)Avoiding 5 Obstacles to Major Innovation
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Assessing the Risks of Change and the Organizations Capacity for Change
In their book "Transforming Public and Nonprofit Organization Stewardship for Leading Change", James Edwin Kee and Kathryn E. Newcomer argue that th...
Usage (application)Leading Change
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Causes for Resistance Behavior
Identifying the forces against change involves a two-step approach. First, the change agent needs to identify resistance behaviors, which can r...
Usage (application)Identify Forces Against Change
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Unfreezing, Moving, Freezing
Kotter's Change Phases are a further refinement of the 3 phases/stages of change identified by early 20th century psychologist Kurt Lewin:
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Strategic Change: Why, What, When, Who and How
If we need to change strategically, we need to think about why, what, when, who and how:
- Why do we want to change? - the constraints imp...
Usage (application)Preparing Strategic Change
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The 7C Framework for Successful Personal and Professional Change
In the article 'Managing Yourself: How to Embrace Complex Change", Brimm (2015) provides a framework of seven Cs that can guide one successfully thro...
Usage (application)Personal Change, Professional Change, Personal Transition, Professional Transition, Embracing Change
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A Closer Look at How Change and Innovation Decisions are Made
Kim, T (2015) elaborates on decision making on "non-routines" or innovations. According to him, non-routines can be seen as innovation in the sense th...
Usage (application)Decision-making on Organizational Change, Innovation Decision-making, Contingent, Participative Decision-making
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The Role of the CEO in Strategic Change Initiation
In management literature the role of the CEO in formulating and implementing strategic change has often been emphasized.
An interesting view to s...
Usage (application)Communicating Strategic Change
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变革管理
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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 | 战略与策略
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