Stouten 10 stepts Flashcards
First step
- Assess the opportunity or problem motivating the change
Assessing the opportunity or problem motivating the change is important from the rational perspective of good decision-making, particularly in understanding the underlying need for the change rather than opting to implement a solution to a poorly identified problem. It is critical that what change recipients understand because meaningful reasons are associated with a more favorable attitude to the change.
The authors stress not to start with creating a sense of urgency because it can lead to fear
Second step
- Select and support a guiding change coalition
There is virtually no systematic research on change-related activities by a “guiding coalition.
From the other models: This coalition is advised to maintain supportive relationships and ongoing communication with top management. The coalition also can help advance a shared understanding for the problem or opportunity the organization is facing by building ties to supporters of the change throughout the organization and bringing into the coalition change-related information from the organization’s diverse array of departments and teams.
Somewhat scientific: Identifying evidence related to the guiding coalition and its role in change can be accomplished by breaking the concept of a coalition its constituent parts, including the basis of coalition member trustworthiness and credibility, their position power in organization, relevant expertise, and leadership skills. Reformers’ (cf. coalition members) frames and identities should match the beliefs of those in the organization. Building a coalition of powerful and influential employees or other leaders can help signal consensus regarding a change message.
Third Step
- Formulate a clear compelling vision of the change
Vision is a compelling expression of the change’s end goal or state and should signal a separation from the past.
Kotter (2012) argues that vision translates opportunity into action. Vision would express where the change process is intended to lead to and the goals being pursued, but not too specific so the actions become the goals.
Scientific: a vision itself is expected to be effective if individuals accept and are committed to realizing it.
Employees can be motivated by clear goals and regular feedback. A compelling vision is difficult when it involves losses for stakeholders, therefore legitimacy for change is very important. Existing research suggests that individuals will differ in their endorsement of a vision, depending on its compatibility with existing beliefs and their view of the favorability of the change it signals. Vision interacts with the way it’s presented.
Fourth Step
- Communicate the vision
The models: Communication of vision is essential for generating awareness and support for the change. The support generated by a vision is aided not only by its accessibility and memorability but also by the extent to which interests of change recipients are addressed in its communication, including fairness and future opportunities. Change models agree that vision should be broadcasted using multiple channels including newsletters, articles, video, social media, or workshops. Role-modelling, open and honest communication, open for feedback, repetition.
Scientific: A multi-channel strategy of communicating a compelling vision is researched. Trust in management is also important in terms of accepting the reasons offered for change and the formation of a favorable attitude towards the change. Bringing bad news is still not well researched- explanations discourage negative perceptions and reactions in terms of fairness perceptions, cooperation, retaliation, and withdrawal. Rational persuasion, inspirational appeals, and consultation are the tactics most widely used and tend to be the most successful in gaining employees’ acceptance of a message.
Fifth Step
- Mobilize energy for change
Planning the actual change implementation across multiple levels of the organization. Models take different approaches to the timing of assessment and planning. The biggest difference across models is the speed with which mobilization is advised.
Scientific: Not a lot of research on time in change. An important part of actual change planning may be readying managers for the change, their skills in implementing change, and the extent to which they are trusted by change recipients. Three categories of intervention essential to successful planned changes in human behavior:
- Ability, the capability of individuals, groups, and organizations to engage in new behavior and responses;
- Motivation, the underlying drive or willingness to behave and respond in new ways;
- Opportunity to practice, the support available to actually demonstrate new behavior and responses.
6th Step
- Empower others to act
Employees should be empowered to act in ways consistent with the vision, and in doing so develop new ideas and ways of working that come out of their own understanding of the change. From the perspective of change recipients, empowerment entails creating opportunities for them to act in ways they find positive to meet their needs in the context of change. Group and team-level activities also can be targeted at this stage, with local managers taking initiative to provide opportunity for change recipients to get involved in the change. Management needs to encourage employees to propose initiatives and reward them for their efforts, whereas avoiding reacting defensively to their concerns and ideas.
Scientific: Mobilizing energy is important at all levels of the organization. Participation increases readiness and acceptance. Information sharing increases a sense of autonomy. Participation increases abilities and sense of self-efficacy. Empowerment increases pro-activity and bottom up initiatives.
7th Step
- Development and promote change-related knowledge and ability
Developing knowledge and ability related to the change emphases the learning aspects of organizational change and can be related to both understanding the vision and how to practice new behaviors the change motivates.
Scientific: uncertainty can harm the storage, retrieving and using new information. Learning itself is related to self-efficacy and change motivation. Support of team learning is important in promoting the uptake of a change.
8th’ Step
- Identify short-term wins and use as reinforcement of change progress
Evidence of progress should be clearly communicated and visible to many, conveyed in a way that reinforces the change vision. Short-term wins not only positively reinforce the change coalition’s efforts but also demonstrate that the vision can be practically implemented.
Scientific: important are the kinds of indicators used as a sign of progress. These short-term goals can undermine the overall goal. It can be important in change to focus on learning new skills and putting the change in place before actually measuring change outcomes; thus, relevant metrics may pertain to learning.
9th’ Step
- Monitor and strengthen the change process over time
There is a need to sustain attention to managing the change. Continuing to invest resources, sustained attention is the monitoring and strengthening of the change process by making adjustments in change plans as needed.
Scientific: the above is supported by research. Well-timed adjustment to the changes implemented can improve their effectiveness by reducing stress and increasing change recipient sense of control.
10th Step
- Institutionalize change in company culture, practices and management succession
Incorporate in day-to-day activities. Communicate results will make employees see the benefits of the change and support the credibility and legitimacy of the change. If future (top) management does not embrace the behaviors or focus that have been implemented, change efforts are in vein.
Research highlights the role of creating routines embedded in the larger organization to both introduce and sustain change.
First 5 steps success factors
- Assess the Opportunity or Problem motivating the change
- Select & support a GUIDING change coalition
- Formulate a clear & compelling VISION of change
- Communicate the vision
- Mobilize energy for change
Last 5 steps success factors
- Empower others to act
- Develop & promote change related knowledge & ability
- Idenitify short-term wins & use as reinforcement of change progress
- Monitor & Strenghten the change process over time
- Institutionalize change in company culture, practices & management successions
