Week 1

Question 1

Definition of Change Management

Answer 1

Change management is a systematic approach to dealing with the transition or transformation of an organization’s goals, processes, and technologies.

Question 2

Fundamental Goals of Change Management

Answer 2

The basic goal has been, to make fundamental changes in how business is conducted to help cope with a new, more challenging market environment.

Question 3

8 key reasons why most change efforts fail

Answer 3

1. Not establishing a great enough sense of urgency: underestimating the need for change can result in insufficient motivation to drive the initiative.
2. Weak Guiding Coalition: without a strong leadership team, the change effort can lack direction and support.
3. Lacking a vision: an unclear or poorly communicated vision can lead to confusion and resistance among employees.
4. Under-communicating the vision: failing to communicate effectively can result in misunderstandings and lack of participation
5. Not removing obstacles to the new vision: allowing barriers to persist can hinder progress and demoralize employees.
6. Not Systematically planning for, and creating, short-term wins: without early successes, the change effort can lose momentum and credibility.
7. Declaring victory too soon: Prematurely celebrating success can lead to complacency and reversal progress.
8. Not anchoring changes in the culture: If changes are not embedded in the culture, they are unlikely sustained.

Question 4

Key Indicators of Proper Transformation

Answer 4

1. Establish a sense of urgency.
   - Examine market and competitive realities.
   - Identify and discuss crises, potential crises, or major opportunities
2. Form a powerful guiding coalition
   - Assemble a group with enough power to lead the change effort.
   - Encourage the group to work together as a team.
3. Create a vision.
   - Create a vision to help direct the change effort.
   - Develop strategies for achieving that vision.
4. Communicate this vision
   - Use every vehicle possible to communicate the new vision and strategies.
   - Teach new behaviors by the example of the guiding coalition.
5. Empower others to act on this vision
   - Get rid of obstacles to change
   - Change systems or structures that seriously undermine the vision
   - Encourage risk-taking and nontraditional ideas, activities, and actions
6. Plan for and create short-term wins
   - Plan for visible performance improvements
   - Create those improvements
   - Recognize and reward employees involved in the improvements
7. Consolidate improvements and produce still more change.
   - Use increased credibility to change systems, structures, and policies that don’t fit the vision.
   - Hire, Promote, and develop employees who can implement the vision.
   - Reinvigorate the process with new projects, themes, and change agents.
8. Institutionalize new approaches.
   - Articulate the connections between the new behaviors and corporate success.
   - Develop the means to ensure leadership development and succession.