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 Talent and Performance Development!

Beyond Performance Management (40 Tools)

Beyond Performance Management (40 Tools) | Programme, Project and Change Management |

"Just 30 percent of these tools deliver as intended. Why?  ...They’re misused by most organizations."

As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. 

For example, executives buy and implement a tool without first asking,

"What problem are we trying to solve?”  

And they use tools to command and control frontline teams, not empower them—a serious and costly mistake.

Issue No. 251 of Your Weekly Staff Meeting highlights a new book from Harvard Business Review Press on how to select the right management tool—at the right time. The authors describe 40 tools in detail.

Via Deb Nystrom, REVELN
Harry Cannon's insight:

Sounds like one to read. Certainly seen tools misunderstood and mis-used.

Suchitra Mishra's curator insight, July 1, 2013 11:15 PM

Anyone who has led an ERP system implementation will be nodding her head along with this interesting 2 in one post - a book review + author's insight into tools and change management....

Deb Nystrom, REVELN's comment, July 2, 2013 4:45 PM
I'm 1/3rd into this book and it is REALLY on target. Great resource. Thanks for the comments from Suchitra and Harry. I so agree with the "not doing may be smarter" based on a solid review of what the needs and problems are.
Deb Nystrom, REVELN's comment, July 29, 2013 3:47 PM
Ok, I've about finished the book. It does contribute in many helpful ways to breaking out of industrial mindsets that hamper creativity, innovation and collaboration sorely needed in organizational thinking today. It is a helpful checklist for assessing blind spots and "keeping up with the joneses" when such "best practices" in corporate measurement and reporting are not necessary and, even worse, a drain on productivity. Highly recommended!