Leading Change, Transition & Transformation - University of Adelaide

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4. Communicating the Change Vision Make sure as many others as possible understand and accept the vision and the strategy Using every vehicle possible to constantly communicate the new vision and strategies (Communication Strategy & Plan, Storytelling Tool) Have the guiding coalition role model the behaviour expected of staff 5. Empowering Broad-Based Action Remove as many barriers as possible so that those who want to make the vision a reality can do so Enabling others to act on the vision by getting rid of obstacles, encourage risk taking Altering systems or structures that undermine the change vision 6. Generating Short-Term Wins Create some visible, unambiguous successes as soon as possible Planning for and generating short term wins / improvements in performance Creating those wins Recognising and rewarding those people who make wins possible (Reward and recognition guidelines) 7. Consolidating Gains and Producing More Change Press harder and faster after the first success Not letting up, consolidating improvements and sustain the momentum for change Use increasing credibility to change all systems, structures and policies that don’t fit together and don’t fit the transformation effort Hiring, promoting and developing people who can implement the change vision Reinvigorating the process with new projects, themes and change agents 8. Anchoring New Approaches in the Culture Hold on to the new ways of behaving, and make sure they succeed until they become a part of the very culture of the group Creating better performance through customer and productivity oriented behaviour, more and better leadership, and more effective management Articulating the connections between new behaviours and organisational success Developing means to ensure leadership development and succession 8 (Kotter, 1996:21)
BRIDGE’S THREE PHASES FOR MANAGING TRANSITIONS MODEL “It isn’t the changes that do you in, it’s the transitions!” Anonymous There are several models available to guide thinking on how people cope with the emotive cycle of change. William Bridges, PhD, was formerly a Professor of English, a consultant and lecturer; he made the shift to transition management in the mid 1970s. A review by Linkage (2009) identified that Bridges is ranked in the top 10 independent executive development specialists in the USA as observed by the Wall Street Journal. Bridges holds that transition has three phases: an ending/losing/letting go of the current position, a disorienting neutral zone and a new beginning. If people do not deal with each of these phases, the change will be just a rearrangement of the current status quo…and then we wonder why it didn’t work. The New Beginning The three phases of transition (Bridges 2003, p.5) In Managing Transitions, Bridges offers advice in assisting employees to make the transition from one state to another and how to deal with the resistance. Bridges describes the following key points which any leader of change should heed as we should not underestimate the power of not dealing with the emotive side of change: How to get people to let go Identify Who’s Losing What; and discuss it openly Accept the Reality and Importance of Subjective Losses; acknowledge the pain people will go through openly and sympathetically Don’t Be Surprised at Overreaction; take it in your step 9
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Leading Change, Transition & Transformation - University of Adelaide

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