Programme, Project and Change Management
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Programme, Project and Change Management
Wisdom, experience, information, ideas and thoughts gathered from the web on business programme, project and change management.
Curated by Harry Cannon
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Rescooped by Harry Cannon from Change Management Resources!

The Irony of Empowerment in Change: Kotter Theory vs. Practice

The Irony of Empowerment in Change:  Kotter Theory vs. Practice | Programme, Project and Change Management |

As I thought about Push in the context of Kotter's model, I imagined the table you see above.  

In most "less than successful" change projects, the Tops drive steps 1, 2, and 3.  Step 4 is the Tops using HR or Communication to PUSH "their" change downhill.  


I found it ironic that what Kotter envisioned as empowerment is often the stage where resistance takes over.________________________

Because participation is normally restricted in steps 1, 2, and 3, the Middles & Bottoms lack ownership.  People support what they help create.  People do NOT support what they do NOT help create.  
I looked at Phillip's (McKinsey early 80s) change management model and thought about Kotter's 8 steps.  This is what it looks like to me:  

- See more at:

Via Deb Nystrom, REVELN
Harry Cannon's insight:

I like Kotter, but any approach can be misused I guess.

Harry Cannon's comment, July 30, 2013 3:59 AM
Perhaps some see Kotter's steps as a formula? Follow the steps and it will work. But missing the poont about real and honest engagement and listening.
Deb Nystrom, REVELN's comment, July 30, 2013 10:12 AM
Yes, Harry, exactly! There are also communication problems in being too formulaic, Ron's companion post just added.
Deb Nystrom, REVELN's curator insight, November 7, 2013 11:17 AM

Ron has a helpful series on understanding how to fully use a change model for change leadership.  Both he and I are of the "Whole Scale Change" school of engagement for change, via the late Kathie Dannemiller, a respected consultant formerly from Ford and the University of Michigan. 

Ownership and productive tension of leadership at all levels can make a real different if change readiness and culture change are in the context of what is next and needed for your organization.

From Change Management Resources ~  Deb

Rescooped by Harry Cannon from Change Management Resources!

Surprised by Resistance to a Desirable Change - Tutorial Series Tools

Surprised by Resistance to a Desirable Change - Tutorial Series Tools | Programme, Project and Change Management |

I would love to find another word than 'resistance', as it implies (to me anyhow) a negative state that has to be overcome, rather than a situation to resolve through 2-way communication.

"Prosci (ADKAR) is sharing online tutorials for change management, including this example of the second of a three part series focused on resistance management."
I'm intrigued by how Prosci uses the terms for change and resistance management, which they define in this tutorial series.  We'll be offering more soon on understanding motivations for resistance.   For now, we have Prosci's "resistance management" for comparison




Steps for addressing resistance to a desirable change


1. Establish frameworks: There are two principles to consider: 

a) A desirable change doesn’t mean everyone will desire it, and  b) Resistance does not always mean there is a lack of desire. 


2. Conduct root-cause analysis: There are personal and organizational contexts to change that can influence the speed of adoption, ultimate utilization and proficiency at a change on an individual level.


Includes examples such as:

Change A (email system change) includes,  “a lack of desire is not always the cause of resistance.” After further analysis, it has become apparent that the employee lacks the knowledge to effectively configure the new email system, though the desire to use the new system is in place.     Change B (office location change) – a transition state that is causing difficulties for the employee. Her behaviors appear to demonstrate that she doesn’t desire to move, but in reality she might just need more time to adjust and get settled.


Change C (benefits package change) – On the surface, the change seemed to be desirable because of its beneficial monetary impact on employees’ bonus checks. However, in the cited case, the change from quarterly payments to bi-annual is the source of resistance as it has disrupted a staff member's personal plans.    

3. Develop approach for managing resistance: Prosci outlines Three avenues for managing resistance, including preventative, proactive and reactive resistance management.


Tactics for addressing resistance:

1. Engage key players

2. Be an advocate and coach

3. Employ reactive resistance management


Read the full article here.


Via Deb Nystrom, REVELN
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