Intrenion

Books as Frameworks: Organizational Change Management

Table of Contents

ADKAR (Jeffrey M. Hiatt)

  1. Awareness
  2. Desire
  3. Knowledge
  4. Ability
  5. Reinforcement
  6. Building Awareness
  7. Creating Desire
  8. Developing Knowledge
  9. Fostering Ability
  10. Reinforcing Change

Influencer (Joseph Grenny et al.)

The New Science of Leading Change

  1. Leadership Is Influence: Leadership calls for changing people’s behavior. Influencers are those leaders who understand how to create rapid, profound, and sustainable behavior change.
  2. The Three Keys to Influence: Influencers do three things better than others: They are clearer about the results they want to achieve and how they will measure them. They focus on a small number of vital behaviors that will help them achieve those results. They overdetermine change by amassing six sources of influence that both motivate and enable the vital behaviors.
  3. Find Vital Behaviors: Not all moments are created equal. Influencers focus on helping people change a small number of high-leverage behaviors during crucial moments.

Engage Six Sources

  1. Help Them Love What They Hate: Personal Motivation: Influencers help people change how they feel about vital behaviors by connecting them with human consequences both through direct experience and through potent stories.
  2. Help Them Do What They Can’t: Personal Ability: New behavior requires new skills. Overinvest in helping people learn how to master skills and emotions.
  3. Provide Encouragement: Social Motivation: Harness the power of social influence by engaging leaders and opinion leaders in encouraging vital behaviors.
  4. Social Ability: People need more than just encouragement; they often need help in order to change how they act during crucial moments.
  5. Change Their Economy: Structural Motivation: Modestly and intelligently reward early successes. Punish only when necessary. Be sure to use incentives third, not first.
  6. Change Their Space: Structural Ability: Change people’s physical surroundings to make good behavior easier and bad behavior harder.
  7. Become an Influencer
  8. Influence doesn’t come by accident. It comes through careful diagnosis, patient testing, and eventual success with all three keys to influence.

Leading Change (John P. Kotter)

The Change Problem and Its Solution

  1. Transforming Organizations: Why Firms Fail
  2. Successful Change and the Force That Drives It

The Eight-Stage Process

  1. Establishing a Sense of Urgency
  2. Creating the Guidance Coalition
  3. Developing a Vision and Strategy
  4. Communicating the Change Vision
  5. Empowering Employees for Broad-Based Action
  6. Generating Short-Term Wins
  7. Consolidating Gains and Producing More Change
  8. Anchoring New Approaches in the Culture

Implications for the Twenty-First Century

  1. The Organization of the Future
  2. Leadership and Lifelong Learning

Switch (Chip Heath et al.)

  1. Three Surprises About Change

Direct the Rider

  1. Find the Bright Spots
  2. Script the Critical Moves
  3. Point to the Destination

Motivate the Elephant

  1. Find the Feeling
  2. Shrink the Change
  3. Grow Your People

Shape the Path

  1. Tweak the Environment
  2. Build Habits
  3. Rally the Herd
  4. Keep the Switch Going
  5. How to Make a Switch
  6. Overcoming Obstacles
  7. Next Steps

The Human Element (Loran Nordgren et al.)

Inertia

Inertia challenge

  1. Challenge: Is the innovation a significant change or a minor adjustment to existing practices?
  2. Challenge: Have people had enough time to get used to the new idea?
  3. Challenge: Will the change be implemented slowly or all at once?

Acclimate the idea

  1. Tactic: Can you extend the time between introducing the idea and deciding on it?
  2. Tactic: How frequently are people reminded of the idea?
  3. Tactic: Can the change be implemented in small steps rather than all at once?
  4. Tactic: Does the idea slightly modify existing models, or is it completely new?
  5. Tactic: Who is promoting the change?
  6. Tactic: Does your innovation’s style resonate with your audience?
  7. Tactic: What known concepts can you relate the idea to if it is new?

Make it relative

  1. Tactic: Are you providing multiple choices?
  2. Tactic: Can you introduce a more extreme or ambitious choice?
  3. Tactic: Can you present a less desirable option as a comparison?

Effort

Effort challenge

  1. Challenge: How much effort does the change require?
  2. Challenge: Is it straightforward how to adopt the new behavior?

Create a roadmap

  1. Tactic: Can you provide step-by-step instructions for implementing the change?
  2. Tactic: Is it clear when people should perform the new action?
  3. Tactic: Can you establish an if-then trigger?

Streamline the behavior

  1. Tactic: What steps are needed to implement your idea, even the small ones?
  2. Tactic: How can you simplify the implementation of the innovation?
  3. Tactic: Can you make rejecting the innovation more difficult?
  4. Tactic: Can you adjust the effort involved so that the desired behavior becomes effortless?

Emotion

Emotion challenge

  1. Challenge: How much might the change make people feel threatened or anxious?
  2. Challenge: Could the innovation unintentionally affect people’s critical emotional or social needs?

Focus on why

  1. Tactic: What needs does your innovation meet - functional, social, and emotional?
  2. Tactic: Are you addressing just the symptoms of resistance or the underlying reasons?
  3. Tactic: What is the actual purpose of your business?

Become an ethnographer

  1. Tactic: How can observing behavior help you understand emotional resistance?
  2. Tactic: How deeply do you know the context of your audience’s actions?
  3. Tactic: What makeshift solutions has your audience created?

Bring the outside in

  1. Tactic: Can you involve your audience in the innovation process?
  2. Tactic: Can you employ your customers?

Reactance

Reactance challenge

  1. Challenge: Does your idea challenge deeply held beliefs?
  2. Challenge: Does your approach make people feel pressured?
  3. Challenge: Was your audience involved in developing the idea?

Ask yes questions

  1. Tactic: Are you dictating or inviting input?
  2. Tactic: Are you starting conversations with agreeable questions?
  3. Tactic: Can you encourage public commitments?

Co-design

  1. Tactic: Can your audience help design the idea?
  2. Tactic: Is the participation significant?