cameron and green making-sense-of-change-management

The right way to manage change?Undercommunicatingthe visionPermittingobstacles to blockthe new visionFailing to createshort-term winsNot aligningstructures,systems, policiesand skillsNeglecting toanchor changesfirmly in thecorporate cultureCommunicate the vision by:using every vehicle possible to communicate the new vision andstrategies;teaching new behaviours by the example of the guiding coalition;ensuring people are informed and hopefully engaged with thechange by having a shared understanding of and commitment tothe direction of the change.Empower others to act on the vision by:demonstrably tackling obstacles to change;encouraging risk taking and non-traditional ideas, activities andactions;ensuring that those people who are needed to make the changehappen have the necessary resources, mandates and enablingmechanisms to achieve their goals.Plan for and create short-term wins by:planning for visible performance improvements;recognizing and rewarding employees involved in the improvements;creating improvements which show that progress is clearly beingmade towards the ultimate goals through the achievement ofsmaller goals along the way and thus demonstrating success andmaintaining momentum.Consolidate improvements and produce still more change by:changing systems, structures and policies that don’t fit the vision;reinvigorating the process with new projects and themes;hiring, promoting and developing employees who can implementthe vision;building on improvements in the organization as and when theyoccur and continuing to move forward with change.Institutionalize new approaches by:articulating the connections between the new behaviours andcorporate success;developing the means to ensure leadership development andsuccession;setting up the systems to capture and share knowledge;ensuring all changes are embedded in the organization and that theorganization is fully aligned.Source: adapted from Kotter (1995)337