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The Johns Hopkins Welch Medical Library as Base: Information

stealth change efforts begin in order to avoid hearing "we’ve always done it this way. road shows, town halls, and web sites are but a few of the many approaches typically used. particular care should be taken where changes affect how employees interact with one another (such as head count reductions and talent-management processes) and with customers (sales stimulation programs, call center redesigns, and pricing). the current environment will create a big test, immelt acknowledged—especially since ge is only about halfway through what he sees as a 10-year change process. indeed, they consistently report back that the rewards have a disproportionately positive impact on change motivation that lasts for months, if not years. since the book’s release, literally thousands of books and journal articles have been published on the topic, and courses dedicated to managing change are now part of many major mba programs. the “deficit based” approach—which identifies the problem, analyzes what’s wrong and how to fix it, plans, and then takes action—has become the model predominantly taught in business schools and is presumably the default change model in most organizations. the magnitude of the changes that immelt is seeking would be huge for any organization, let alone one as diverse and large as ge, with 320,000 employees around the world. principles—which can be applied to the design of any change-management program, not just one concerning growth—are the focus of this article. stories both seem intuitively rational, yet they too often fail to have the impact that change leaders desire. the current environment will create a big test, immelt acknowledged—especially since ge is only about halfway through what he sees as a 10-year change process.

Essay on “Leading Change: Why Transformation Efforts Fail” | Bartleby

development programs that focus on teaching and inspiring individuals to apply new approaches have a fundamental flaw: if other members of an individual’s team have not taken the course, they may resist efforts to change. while it is important to pay attention to institutional history and memory before implementing change, merely indicating change should be avoided because, well, it has always been avoided, is not a great rationale for maintaining the status quo. for example, a senior leader involved in the change process would convene a meeting of a diverse group of stakeholders throughout the campus. deutschman cites research indicating that of the people who survive a heart attack (50 percent do not, by the way) and meet with their respective doctors to discuss healthy regimens, only one in nine will actually change lifestyles to improve health. two important cautions here:Change for the sake of change alone should be avoided. suggests that four basic conditions are necessary before employees will change their behavior: a) a compelling story, because employees must see the point of the change and agree with it; b) role modeling, because they must also see the ceo and colleagues they admire behaving in the new way; c) reinforcing mechanisms, because systems, processes, and incentives must be in line with the new behavior; and d) capability building, because employees must have the skills required to make the desired changes. program was not an academic exercise; it was structured so that a team would emerge with the first draft of an action plan for instituting change in its business and would feel obligated to deliver on it. unfortunately this approach steals from others the energy needed to drive change that comes through a sense of ownership of the answer.” by that he meant getting the teams leading the businesses to think about organic growth day in and day out—to be constantly on the lookout for opportunities and to create inspirational strategic visions that would enlist their troops in the cause. development programs that focus on teaching and inspiring individuals to apply new approaches have a fundamental flaw: if other members of an individual’s team have not taken the course, they may resist efforts to change. the prescription is right, but rational managers who attempt to put the four conditions in place by applying “common sense” typically misdirect time and energy, create messages that miss the mark, and experience frustrating unintended consequences from their efforts to influence change.

Lessons on Winning and Profitability from Jack Welch

are we leading this business the way we think it should be led in order to optimize growth? lig represented a radical approach for ge’s famed management development center in crotonville, new york, because it was the first effort to train all the senior members of a ge business’s management team as a group. in a relatively short period of time, you will have powerful and effective information that will leverage the learning of the change leader(s). it’s much harder to change a company because you smell something or feel something coming at you [in another direction]. lig represented a radical approach for ge’s famed management development center in crotonville, new york, because it was the first effort to train all the senior members of a ge business’s management team as a group. their question: "why is meaningful change so difficult to achieve? welch says:“if you’re leading a group and you got somebody taking a swing, you’ve got to make examples out of them. the magnitude of the changes that immelt is seeking would be huge for any organization, let alone one as diverse and large as ge, with 320,000 employees around the world. change leaders must craft a process that is attentive to campus culture, inclusive in nature, is transparent and honest and measures the right things. however, we have observed that the role of influence leaders has gradually shifted—from being perceived as a helpful element of a broader set of interventions, to a panacea for making change happen. the first is the “good to great” story: something along the lines of, “our historical advantage has been eroded by intense competition and changing customer needs; if we change, we can regain our leadership position.

Case Analysis: Leading Culture Change at Seagram Essay | Bartleby

speakers at my session were a blend of external gurus (mostly from leading u., insight into what to change can be created by concrete 360-degree feedback techniques, either via surveys, conversations, or both. unfortunately, and often without coherence, the major change that is introduced lacks little support or campus awareness. so we had to restructure the organization, change roles, look for different talents, and physically spend our time differently. but if you persist (at least half the answer) for the right reasons, have the support of your people, focus continuously on trust, you can positively change things in a meaningful, even transformative, manner for your institution.“it’s easy to change a company when the fire is burning in the back of the room. some anxiety is useful when it comes to spurring behavioral change. and lig was not an academic exercise: it was structured so that a team would emerge with the first draft of an action plan for instituting change. mckinsey’s emily lawson and colin price provided a holistic perspective in “the psychology of change management,”1 1. there were five main reasons:Team training accelerated the pace of change by giving managers an opportunity to reach consensus on the barriers to change and how best to attack them. relatively simple shift in approach lifted employee motivation measures from 35.

How GE Teaches Teams to Lead Change

and relish change…[don’t be] frightened or paralyzed by it. while it is impossible to prescribe generally how the divide should be split between positive and negative messages (as it will be specific to the context of any given change program), we strongly advise managers not to swing the pendulum too far in one direction or another. the job is to change before that’s necessary, and it’s the hardest thing in the world. change leader needs to be agile and responsive to the ongoing changes that will occur." they weren’t interested in change "theories" which we are all too familiar with, but in results-based, practical methods to guide future initiatives. immelt understood that to speed progress, he needed to pass the baton to the teams leading ge’s businesses—which is where lig came in. in practice it is often unexpected members of the rank and file who feel compelled to step up and make a difference in driving change. the presentation had to include a simplified vision of growth for the business and the organizational, cultural, and capability changes that the team members had decided should be made in order to optimize growth.” by that he meant getting the teams leading the businesses to think about organic growth day in and day out—to be constantly on the lookout for opportunities and to create inspirational strategic visions that would enlist their troops in the cause. team training accelerated the pace of change by giving managers an opportunity to reach consensus on the barriers they faced and how to overcome them. immelt understood that to speed progress, he needed to pass the baton to the teams leading ge’s businesses—which is where lig came in.

Essay on the challenge of leading change as an administrator

provide context, we are thinking primarily about large-scale change efforts that impact the entire institution. the program created a common vocabulary of change—actual words that are used daily inside and across ge’s businesses. this list, compiled by nickols, aggregates highly recommended books on change management. change leaders need to be able to tell a change story that covers all five things that motivate employees. this simple phrase is the way an institution disavows change and protects itself and its deep-rooted culture. because the frontline bankers perceived the changes as unfair to the customer, a significant number of them vocally bad-mouthed the bank’s policies to customers and used price overrides to show their good faith, even though it meant they were less likely to achieve individual sales goals. consider a bank, which, as part of a major change program, created new risk-adjusted return on capital (raroc) models and delivered the resulting new pricing schedules to the front line along with new and appropriate sales incentives. these are incremental changes over time that eventually accumulate and yield a significant shift. for example, among the major change efforts we’ve witnessed include presidential transitions, major capital projects, developing comprehensive online programs, one-stop shopping for students, admissions criteria, institutional policies and procedures, and crafting a long- term or strategic plan. that’s why we warn against overinvesting in influence leaders and advocate that change leaders’ attention should be balanced across the right application of all four conditions for change, to ensure they reinforce each other in ways that maximize the probability of the change spark taking off like wildfire across the organization. such as these are beginning to penetrate higher education as boards, presidents and other senior leaders all understand that change is a prerequisite for surviving and thriving in this era of uncertainty.

The irrational side of change management | McKinsey & Company

i assumed that these successes had resulted from fundamental changes in ge’s internal machinery. reason for this is that most executives don’t count themselves among the ones who need to change. experiences working with change programs suggest that success depends less on how persuasive a few selected leaders are and more on how receptive the “society” is to the idea. team training accelerated the pace of change by giving managers an opportunity to reach consensus on the barriers they faced and how to overcome them. we see two types of change stories consistently told in organizations.  to attempt to make major, transformative changes in an institution of distrust is a herculean task." stakeholders might not like or trust the "designated change champion" as there is often a perception that such individuals are acting in a self-serving capacity. providing new concepts that would make people look at their businesses and themselves differently, the course created a common vocabulary of change—literally words that became part of daily communications inside and across ge’s businesses. so we had to restructure the organization, change roles, look for different talents, and physically spend our time differently. personal difficulty with change, some institutions have resistance to change firmly entrenched in their historical narratives and institutional cultures. your topic, what could potentially get in the way of the successful implementation of our proposed change effort?

Speed, Simplicity, Self-Confidence: An Interview with Jack Welch

the interview process simple by using a few strategic questions which may include:Looking back, what stands out most about the change effort? i assumed that these successes had resulted from fundamental changes in ge’s internal machinery. realize that, at times, there is "unprincipled" resistance where people protect their own self interests by throwing up roadblocks throughout the change process. were encouraged to consider both the hard barriers to change (organizational structure, capabilities, and resources) and the soft (how the members of the leadership team individually and collectively behave and spend their time). campus has experienced a number of change efforts that were either successful or not.. “influence leaders” aren’t a panacea for making change happen. look at amgen ceo kevin sharer’s approach of asking each of his top 75, “what should i do differently? key stakeholders who were involved in past change initiatives and using their experience to gather anonymous interviews will begin the learning process. author’s firsthand experience in the four-day program, together with his follow-up interviews with ge executives, illuminates the effectiveness of this training approach.., faculty, staff, administration, student life) and change leaders need to be able to interact and communicate effectively with all of them. the reality is that in the vast majority of companies, it is exceedingly difficult to incorporate a meaningful link to the change program within compensation systems that are based on a vast array of metrics.

Leading Change: The Argument for Values-Based Leadership

-management thinking extols the virtues of creating a compelling change story, communicating it to employees, and following it up with ongoing communications and involvement. has led to the rise of the “constructionist based” approach to change, where the change process is based on discovery (discovering the best of what is), dreaming (imagining what might be), designing (talking about what should be), and destiny (creating what will be). making any changes to company structures, processes, systems, and incentives, change managers should pay what might strike them as an unreasonable amount of attention to employees’ sense of the fairness of the change process and its intended outcome. this can only happen if they:Build in responsive feedback mechanisms throughout the change process. it is important for a change leader to acknowledge upfront and often that he or she is embarking on a difficult journey. companies that try to link the objectives of change programs to the compensation of staff find that it rarely enhances their motivation for change to the extent desired. john mcfarlane, former ceo of anz bank, sent a bottle of champagne to every employee for christmas with a card thanking them for their work on the company’s “perform, grow, and break-out” change program. if leaders are to be successful with their change efforts, they need to deeply understand the complexities of their campuses culture. a major change-management effort like this is a 10-year process. program was not an academic exercise; it was structured so that a team would emerge with the first draft of an action plan for instituting change in its business and would feel obligated to deliver on it. cowan, spiral dynamics: mastering values, leadership, and change, oxford, uk: blackwell publishing, 1996.

consider the top team of a national insurance company who routinely employed what they called the circle of fire during their change program: every participant receives feedback live—directly from their colleagues—in relation to being the change, such as “what makes you great? the change team worked together to recast the story to include an element related to society (to deliver affordable housing, for example), customers (fewer errors, more competitive prices), the company (expenses are growing faster than revenues, which is not sustainable), working teams (less duplication, more delegation), and individuals (more attractive jobs). there were five main reasons:Team training accelerated the pace of change by giving managers an opportunity to reach consensus on the barriers to change and how best to attack them. principles—which can be applied to the design of any change-management program, not just one concerning growth—are the focus of this article. john kotter, a well-respected professor from harvard university, as well as other researchers, tell us that about 70 percent of all of change efforts fail. emily lawson and colin price, “the psychology of change management,” june 2003.’s team-based approach addresses shortcomings inherent in the individual-focused approach used by traditional management education programs. we are endeavoring to describe authentic changes needed to improve the institution. change leaders are going to be successful, they must anticipate the potential pitfalls the face. alan deutschman uncovers our powerful aversion to change in clear and understandable terms. following is what we consider, based on our experiences, to be the top six reasons why change is so difficult and strategies to make it easier.

the problem with this approach is that an overemphasis on the positive can lead to watered-down aspirations and impact.-management literature emphasizes the importance of building the skills and talent needed for the desired change. research by a number of leading thinkers in the social sciences, such as danah zohar, has shown that when managers and employees are asked what motivates them the most in their work they are equally split among five forms of impact—impact on society (for instance, building the community and stewarding resources), impact on the customer (for example, providing superior service), impact on the company and its shareholders, impact on the working team (for example, creating a caring environment), and impact on “me” personally (my development, paycheck, and bonus).’s team-based approach addresses shortcomings inherent in the individual-focused approach used by traditional management education programs. you can see the team coalescing around the changes they need to make. author’s firsthand experience in the four-day program, together with his follow-up interviews with ge executives, illuminates the effectiveness of this training approach. term "stealth change" can be used to describe how things seem to be accomplished in higher education. example: under “organizational politics” you might find the following diagnosis anticipating the potential pitfalls:We never identified the "peer influencers" that were essential to the change we wanted. were encouraged to consider both the hard barriers to change (organizational structure, capabilities, and resources) and the soft (how the members of the leadership team individually and collectively behave and spend their time). instead, a “field and forum” approach should be taken, in which classroom training is spread over a series of learning forums and fieldwork is assigned in between. these patients have all the motivation in the world to change, they don't.

Essay welchs approach to leading change

if change leaders are going to be successful, acknowledging this tension is essential. the same way that the field of economics has been transformed by an understanding of uniquely human social, cognitive, and emotional biases, so too is the practice of change management in need of a transformation through an improved understanding of how humans interpret their environment and choose to act. as we describe these insights, we’ll show how various companies have, either by conscious awareness or simple luck, overcome or leveraged counterintuitive sides of human behavior in making change happen. in that environment the individual might find it difficult to change his or her ways. considered by many to be the seminal work in the field of change management, kotter’s research revealed that only 30 percent of change programs succeed. advocate a number of enhancements to traditional training approaches in order to hardwire day-to-day practice into capability-building processes. what the leader cares about (and typically bases at least 80 percent of his or her message to others on) does not tap into roughly 80 percent of the workforce’s primary motivators for putting extra energy into the change program. why was lig so effective in helping to bring about these changes? this will take some real discipline because the momentum of the change effort can take on a life of its own and speed becomes a priority. the presentation had to include a simplified vision of growth for the business and the organizational, cultural, and capability changes that the team members had decided should be made in order to optimize growth. the program created a common vocabulary of change—actual words that are used daily inside and across ge’s businesses.

change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. in that environment the individual might find it difficult to change his or her ways.” the second is the turnaround story: “we’re performing below industry standard and must change dramatically to survive.” most senior executives understand and generally buy into gandhi’s famous aphorism, “be the change you want to see in the world. late peter drucker, a great organizational thinker and author of many books on organizational change, leadership and management, once famously stated, "culture eats strategy for breakfast. providing new concepts that would make people look at their businesses and themselves differently, the course created a common vocabulary of change—literally words that became part of daily communications inside and across ge’s businesses. most change managers would refer to these as merely token gestures and argue that their impact is limited and shortlived. change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. almost all change-management literature places importance on identifying and mobilizing those in the organization who either by role or personality (or both) have disproportionate influence over how others think and behave. our research and by working with companies attempting change, we have identified nine insights into how human nature gets in the way of successfully applying the four conditions required for behavioral change. the juxtaposition of the deficit-based and constructionist-based approaches to change is described in this work.

speakers at my session were a blend of external gurus (mostly from leading u. change management suggests leaders should take actions that role model the desired change and mobilize a group of influence leaders to drive change deep into the organization. a great written plan gives people confidence as they undertake a change process, just don't get caught simply managing the plan and not the change process. you can see the team coalescing around the changes they need to make. it seems that, despite prolific output, the field of change management hasn’t led to more successful change programs. beauty of this equation for change managers is that small, unexpected rewards can have disproportionate effects on employees’ satisfaction with a change program.” if change is couched in shadows and a lack of transparency, then many important change efforts are hidden, to the detriment of both the effort and the people involved. believe the field of change management has drawn an artificial divide between deficit-based and constructionist-based approaches and stories. change is challenging under the best circumstances and even the most benign moves are viewed as politically fraught when made in an environment of distrust. a major change-management effort like this is a 10-year process. what bad leadership is:“the person that sits in their room and doesn’t engage the people, that doesn’t have a culture of open exchange [through] every level of the group, a person that thinks they know it all, that sits within their own company’s intellect rather than reaching outside for intellect, a company who is led by somebody who is a bastard, who is not straight with the people, who surprises them, who is mean spirited, who doesn’t care about them and is trying to gain it for themselves.


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