John P. Kotter
Leading Change
An Action Plan From the World's Foremost Expert On Business Leadership
Harvard Business School Press, 1996
Eines der wichtigsten und besten englischsprachigen Bücher über
Change Management: Harvard-Professor John Kotter hat die Summe seiner Erfahrung
und
seines Denkens
in ein achtstufiges Modell für die Realisierung nachhaltiger Veränderungen
gegossen. Pflichtlektüre!
Nach einer Einführung, die typische Fehler aufzeigt an denen Veränderungsvorhaben
in Unternehmen scheitern, sind die Kapitel konsequent Kotters achtstufigem
Change-Modell gewidmet. Und
sie
lohnen
das Lesen,
weil
sie gerade
für erfahrene
Manager die Brücke schlagen zwischen eigenen Erfahrungen
und theoretischen Überlegungen, die schlüssige Erklärungen für
erlebte Fehlschläge ebenso liefern wie handfeste Alternativvorschläge.
Kotters achtstufiger Prozess nachhaltiger Veränderung in Kürze und als Auszug
aus seinem Buch:
1) Establishing a Sense of Urgency
- Examining the market and competitive realties
- Identifying and discussing crises, potential crises or major opportunities
2) Craeting the Guiding Coaltion
- Putting together a group with enough power to lead the change
- Getting the group to work together like a team
3) Developing a Vision and Strategy
- Creating a vision to help direct the change effort
- Developing strategies for achieving that vision
4) Communicating the Change Vision
- Using every vehicle possible to constantly communicate the new vision and
strategies
- Having the guiding coalition role model the behavior expected of employees
5) Empowering Broad-Based Action
- Getting rid of obstacles
- Changing systems or structures that undermine the change vision
- Encouraging risk taking and nontraditional ideas, activities, and actions
6) Generating Short-Term Wins
- Planning for visible improvements in performance, or "wins"
- Creating those wins
- Visibly recognizing and rewarding people who made the wins possible
7) Consolidating Gains and Producing More Change
- Using increased credibility to change all systems, structures, and policies
that don't fit together and don't fit the transformation vision
- Hiring, promoting, and developing people who can implement the change vision
- Reinvigorating the process with new projects, thems, and change agents
8) Anchoring New Approaches in the Culture
- Creating better performance through customer- and productivity-oriented
behavior, more and better leadership, and more efficient management
- Articulating the connections between new behaviors and organizational success
- Developing means to ensure leadership development and succession
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