10 commandment
TEN COMMANDEMENTS (KANTER, STEIN AND JICK 1992)
1. Analyze the organization and its need for change. Managers should understand an organization's operations, how it functions in its environment, what its strengths and weaknesses are, and how it will be affected by proposed changes in order to craft an effective implementation plan.
2. Create vision and common direction. One of the first steps in engineering change is to unite an organization behind a central vision. This vision should reflect the philosophy and values of the organization, and should help it to articulate what it hopes to become. A successful vision serves to guide behavior, and to aid an organization in achieving its goals.
3. Separate from the past. Disengaging from the past is critical to awakening to a new reality. It is difficult for an organization to embrace a new vision of the future until it has isolated the structures and routines that no longer work, and vowed to move beyond them.
4. Create a sense of urgency. Convincing an organization that change is necessary isn't that difficult when a company is teetering on the brink of bankruptcy, or foundering in the marketplace. But when the need for action is not generally understood, a change leader should generate a sense of urgency without appearing to be fabricating an emergency, or "crying wolf." This sense of urgency is essential to rallying an organization behind change.
5. Support a strong leader role. An organization should not undertake something as challenging as large scale change without a leader to guide, drive, and inspire it. This change advocate plays a critical role in creating a company vision, motivating company employees to embrace that vision, and crafting an organizational structure that consistently rewards those who strive toward the realization of the vision.
6. Line up political sponsorship. Leadership, alone, cannot bring about large scale change. In order to succeed, a change effort must have broad based
1. Analyze the organization and its need for change. Managers should understand an organization's operations, how it functions in its environment, what its strengths and weaknesses are, and how it will be affected by proposed changes in order to craft an effective implementation plan.
2. Create vision and common direction. One of the first steps in engineering change is to unite an organization behind a central vision. This vision should reflect the philosophy and values of the organization, and should help it to articulate what it hopes to become. A successful vision serves to guide behavior, and to aid an organization in achieving its goals.
3. Separate from the past. Disengaging from the past is critical to awakening to a new reality. It is difficult for an organization to embrace a new vision of the future until it has isolated the structures and routines that no longer work, and vowed to move beyond them.
4. Create a sense of urgency. Convincing an organization that change is necessary isn't that difficult when a company is teetering on the brink of bankruptcy, or foundering in the marketplace. But when the need for action is not generally understood, a change leader should generate a sense of urgency without appearing to be fabricating an emergency, or "crying wolf." This sense of urgency is essential to rallying an organization behind change.
5. Support a strong leader role. An organization should not undertake something as challenging as large scale change without a leader to guide, drive, and inspire it. This change advocate plays a critical role in creating a company vision, motivating company employees to embrace that vision, and crafting an organizational structure that consistently rewards those who strive toward the realization of the vision.
6. Line up political sponsorship. Leadership, alone, cannot bring about large scale change. In order to succeed, a change effort must have broad based