Term
| Understand the elephant and rider metaphor. |
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Definition
a. Elephant—Emotions (Heart)
b. Rider—Logic (Mind)
c. Motivate the elephant, direct the rider, shape the path. |
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Term
| Understand the three surprises about change and their associated experiments in the book |
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Definition
a. What looks like a people problem is often a situation problem (Popcorn example)
b. What looks like laziness may be exhaustion (cookies and radish example)
c. What looks like resistance is often lack of clarity (milk example) |
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Term
| Understand and recognize “Bright Spots” and how they relate to change. |
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Definition
| a. Bright Spots—point out the positives that are happening from the change and talk about them more to lessen the power of the negative things. |
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Term
| What is the “Miracle Question” and how does this approach relate to change? |
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Definition
If you woke up tomorrow and your biggest problem was gone, how would you know it? What would you see differently
b. Relates to change because the person begins to picture this and can use what they see differently to change the environment around them. |
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Term
| What does it mean to “Script Critical Moves”? |
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Definition
a. Don’t think “big picture”
b. Think in terms of SPECIFIC BEHAVIORS |
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Term
| Why is it important to “Direct the Rider”? |
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Definition
| Know where you are going and why you are doing it. Gives your “rider” a sense of reasoning. |
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Term
| What is “TBU” information? |
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Definition
| True but Useless --- Knowledge is overrated |
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Term
| Understand ways to “Motivate the Elephant”. |
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Definition
Find feeling (knowledge is overrated)
b. Shrink the change (Small wins are good)
c. Grow your people (coalition, creates a sense of identity and instill growth mindset) |
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Term
| Understand and recognize examples of the “Fundamental Attribution Error” and how it relates to change. |
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Definition
| the fundamental attribution error, also known as the correspondence bias or attribution effect, is the tendency for people to place an undue emphasis on internal characteristics (personality) to explain someone else's behavior in a given situation rather than considering the situation's external factors. It does not explain interpretations of one's own behavior, where situational factors are more easily recognized and can thus be taken into consideration. |
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Term
| Understand some of the ways to “Shape the Path”. |
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Definition
a. Tweak the environment (situation change, the behavior changes –so change the situation)
b. Build Habits (look for ways to encourage the behavior)
c. Rally the Herd (Behavior is contagious) |
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Term
| Understand and recognize examples of the “Exposure Effect.” |
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Definition
| a. The more the people see the change the more they will become use to it and accept it. (Eiffel Tower example) |
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Term
| How does failure relate to change? |
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Definition
Failure is inevitable; the thing to remember is to not let that stop you.
b. Always be prepared to have obstacles/failures along the way but continue to aim for the end result. |
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Term
| Understand and recognize examples of the steps in Kotter’s Change Model. |
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Definition
Create sense of Urgency
Guiding Coalition
Create a vision
Communicate the vision
Empower employee
generate short term wins
Consolidate gains/ produce more wins
Anchor change in the culture (make it stick) |
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Term
| Raise the urgency level in an organization? |
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Definition
Create a crisis by exposing the financial loss & communicate future threat.
2.Set higher targets
3.Stop measuring performance through narrow functional growth.
4.Stop Happy talk
5.Send more information to employees regarding financial loss, unsatisfied customers.
6.Encourage consultants to speak about honest data. |
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Term
| Build a guiding coalition? |
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Definition
| A guiding team with leadership skills, bias for action, communications ability, and analytical skills |
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Term
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Definition
| How will the future be different from the past? |
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Term
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Definition
| Make the future a reality, Make as many people understand and accept the vision and strategy |
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Term
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Definition
| Remove as many barriers as possible so those that want to make the vision a reality can do so |
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Term
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Definition
| Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have results that your staff can see. Without this, critics and negative thinkers might hurt your progress |
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Term
| Consolidate wins and produce more change? |
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Definition
| Many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change. Each success provides an opportunity to build on what went right and identify what you can improve. |
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Term
| Anchor change in the culture? |
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Definition
| Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization's culture. |
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Term
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Definition
•Urgency = “Of pressing importance”.
•A true sense of urgency is when people think that action on critical issues is needed “NOW”.
•Urgency is a combination of thoughts and feelings that lead to actual behaviour
–Thoughts – great opportunities and hazards are there
–Feelings – a kind of gut level determination
–Behaviour – hyper alertness what is going on (it gives a feeling that we have go on) |
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Term
| What are the primary sources of complacency? |
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Definition
| Product of success or perceived success |
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Term
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Definition
The “4 – I’s”?
Ignorance, Inflexibility, Inconsistency, Indifference |
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Term
| What is a false sense of urgency? |
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Definition
| •False urgency is the product of failures or some form of intense pressure that is put on a group |
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Term
| What are essential characteristics of an effective guiding coalition? |
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Definition
1.Position Power – To include key people with power who later will not block the process
2.Expertise – Multifunctional experts to make intelligent decisions
3.Credibility – Team must convince other people regarding the change actions through their credibility
Leadership – Team must posses leaders to drive the change process. |
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Term
| What are the two major issues in putting together a guiding coalition? |
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Definition
| Trust and a common goal amongst the people |
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Term
| What is the purpose of vision? |
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Definition
| Direction of the future as motivation to undergo painful change steps |
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Term
| . What are characteristics of an effective vision? Recognize examples of effective vs ineffective visions? |
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Definition
Imaginable
Desirable
Feasible
Flexible
Communicable |
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Term
| What are key elements in effective communication of vision.? |
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Definition
Simplicity
Metaphor
Multiple forums
Repetition
Leadership by example
Explanation of seeming inconsistencies
Give & Take |
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Term
| What is the purpose of empowering employees for broad based action? |
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Definition
The purpose of this stage is to empower a broad base of
people to take action by
removing as many barriers to the
implementation
of the change vision as possible. |
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Term
| What are primary barriers to employee empowerment? |
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Definition
| Structure, Skills, Systems & Supervisors |
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Term
| What are characteristics of a good short-term win? |
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Definition
Must be visible such that many people can see
2.Must be unambiguous
3.Must be related to change effort |
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Term
| Why are short-term wins important? |
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Definition
| Management needs to plan deliberate short term wins in order to successfully move forward the transformation actions needed to achieve longer term goals. |
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Term
| What does senior management need to do to consolidate gains and produce more change? |
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Definition
–Senior executive focus on overall leadership tasks (Establishing direction, Aligning people, Motivating and inspiring) which produces change
–Senior executives delegate responsibility for Management (Planning, Organizing, Controlling) which produces degree of predictability.
•Senior executive must identify and eliminate unnecessary inter dependencies to make change easier. |
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Term
| Why is it important to anchor change in the organizational culture? |
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Definition
| •Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work. |
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Term
| What does stage 7 look like in a successful, major change effort? |
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Definition
More change not less
Guiding coalition uses credibility afforded by short term wins for bigger projects
More help additional people
Leadership/senior management focus on clarity and urgency
Project management and leadership from below provide leadership for specific projects and manage these
Reduction of interdependencies |
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Term
| . In what ways does Kotter predict organizations will change over this century vs the last and what are implications for organizations the 21st Century? |
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Definition
| Persistent sense of urgency, Teamwork at the top, People who can create and communicate vision, Broad-based empowerment, Delegated management for excellent short-term performance, No unnecessary interdependence, An adaptive corporate culture |
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Term
| What is competitive capacity and what are key factors that contribute to it? |
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Definition
Harvard research carried out for 20yrs with 115 students identified two factors key for certain people who do well in challenging economic climate
1.Competitive drive à Level of standards, Desire to do well, Self confidence in competitive situations
2.Lifelong learning à Willingness to seek new challenges, willingness to reflect honestly on success and failures
These two factors help a person to acquire unusually strong Competitive capacity |
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Term
| What are mental habits that support lifelong learning? Why don’t more of us develop them? |
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Definition
| Risk taking,Humble self-reflection, Solicitation of opinions, Careful listening, Openness to new ideas |
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Term
| When Alligators are Nipping at Your Heels |
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Definition
Organization needed to be changed
Crisis-like problems would arise if no action was taken
Since the man trying to get a vision in order was not the boss, senior mgmt was not fully paying attention/taking things seriously
There were huge short term problems
Rather than saying, “let’s spend friday talking about….” he would say, “this program is disintegrating around us...let’s do something about it.”
This got ppls attention better
Once short term issues were handled...the future would be mentioned and it was easier to try and tackle
KEY: you can’t and shouldn’t worry about vision and long-term transformation, when the house is burning down
KEY: when alligators are nipping at your heels, you need to deal with the alligators. Get crisis under control...focus on the big fires and anything that can restart those fires
Another CEO once said: the last thing we need now is a vision...makes sense |
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Term
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Definition
Merger between 2 companies
Very different products and strengths and weaknesses
Bad feelings, no one would speak up in public
Blue side and Green side (the 2 companies)
One from each team would want to hire someone from their company
There was no open, honest communication
Synergies were not being achieved
Finally, a facilitator was hired
Facilitator let them have it...then honest conflict started
From then on...leadership team finally started acting like one
They were all just too scared to say things out loud
More dialogue is key to success |
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Term
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Definition
Planes were put together and if a part was not there...the plane would move down the assembly line and then at the end things would be taken apart in order to put the new parts in...very inefficient
Finally, the boss said the plan will not move unless the parts are there and put on at the right time
Ppl thought he was crazy and that this nonsense bc they always did it like that
Soon, people were embarrassed if they were the reason a part was late, etc
Those in charge of getting parts at the right place at the right time worked harder and worked better with suppliers |
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Term
| Nuking the Executive Floor |
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Definition
Employees had a hard time getting on board with low-cost production when executive offices were so large
Many resources being wasted….
Very elaborate and fancy exec offices
New ceo=nuked the entire floor
Tore everything down and offices sizes were reduced
Less expensive decor was added
Sold art
“Rich man’s club was completely gone”
Some said the reconstruction was a waste of money as well, but mgmt saw it as a way to save money in the long run, as well as bring top mgmt down to a more normal level |
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Term
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Definition
Old school boss...said to probably never change his ways
When customers wanted to change the product a little he would get mad
Though ppl were too picky
The company sent him to another company, then come back as a company rep and inspect products
In his new job, he had to change to survive
Needed to learn from the customers’ (other company’s) point of view
Realized that products were not fitting customer’s needs
Came back and wanted to change products to keep from losing business |
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Term
| The Senator Owned a Trucking Company |
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Definition
Senator owned a trucking company and is mad that the state makes him fill out 15 forms a year
Info requires him talk to several ppl...waste of time for all
Much of the info was repeated...inefficient
Transportation department/government was asked to fix it and they didn’t think it was a pressing matter
Man let them know that if they helped the senator with this, most likely the senator would help them in return in the future
Worked for a month, made it into 1 form
Senator was happy and was eager to help them with things they needed
Short-term successes allow ppl to believe in you and your work |
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Term
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Definition
Company was bad at investment planning
Investments were not made sensibly
“I can’t do my job unless I have this budget...”
Implemented “action labs”
“Action labs” are cross company project teams...given lots of leeway and power
Bond, listen carefully, talk to anyone they want to within the company
Discussion… investment planning
The Action Lab made a video
Made fun of how ppl behaved when they put a budget together
Light hearted way of getting a serious message across
Merchant of Fear- “better keep some reserve in my budget, just in case”...adding extra things to the budget...always has answers as to why he needs more money
Glory Hunter- looking for fame and fortune...wants to do things to make themselves remembered
People Protector- did not want glory, make sure there were enough projects/budgets for the employees
The video was showed, ppl were shocked, guessing who was who, video was burned LOL |
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Term
| The Boss Went to Switzerland |
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Definition
Implemented a new way of operating
No bosses reporting to bosses who reported to bosses
This allowed ppl to have responsibility and power and ability to react quickly
Then, this boss got transferred to Switzerland
Supposed to stay for 5 years but in 3...there was trouble back in California
Became a totally new organization...in sense of mgmt
More levels were added to org structure
VP’s which had managers and assistants under them…
Things started to slow down and go back to how they were before their change
Person who replaced this guy, did not have the same vision
As soon as he left, they changed the structure
Once he got back, they cut levels agan
Less levels=more empowered ppl….more fluid business |
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