I’ve written quite a bit here about the Kotter approach to change.
After 30 years of research Dr John Kotter believes that most major change initiatives fail mainly because organizations don’t commit to seeing the change through and don’t take a holistic approach throughout. He has demonstrated that his 8 step process provides a way of delivering and embedding large scale organizational change.
His method elaborates and enlarges upon the simple Freeze Phase, three stage approach – square, blob, star. But the underlying principles are the same.
In a world requiring ultimate flexibility an organization’s ability to deal successfully with change is a key ingredient in its overall success.
The first stage in the Kotter approach is to create a sense of urgency but this is often the hardest part of a change to accomplish.
To move a change forward you need to develop and maintain a sense of urgency across the organization. This helps you to kick start the initial motivation to get things moving but also to sustain the energy throughout the change. Urgency needs to be created and recreated throughout the whole change process.
Moving to this state, while maintaining performance, isn’t easy. And leaders need to differentiate between complacency, panic (what Kotter calls “false urgency”) and the sustainable and more positive state of true urgency
- Complacency can be the halo effect that follows earlier success. This leads to a glow of self satisfaction that means potential risks and changes in the world outside the organization are not seen. It can lead to sluggishness or arrogance. The organization is inward facing and doesn’t study emerging markets, technology and competitors; this is part of the reason why horizon scanning by the leadership team can be so important. Yes, you may be good, but are you good enough for the changing world and the changing marketplace.
- Panic (False Urgency) often results when the message about the required change is not well handled. Instead of inspiring confidence in the team that they can meet the challenge of change, the boss simply frightens them. Instead of a positive and well managed response, what results is a lot of frenetic activity. People rush from meeting to meeting without achieving anything significant but the activity in itself can convince the leader that change is happening. The result can be that people become angry, upset and/or stressed out. The energy required to complete and embed the change is simply drained away.
- True urgency according to dictionary means “of pressing importance”! It means taking action now on critical issues and achieving real outcomes. It is not about processing for processing’s sake. True urgency engenders a balanced response – seeing the need for change without a sense of panic and impending doom.
If change is to be accomplished successfully then people need to be focused and have a sense that they are in control. They need to see that there are real opportunities alongside the threat. This will allow them to be alert and proactive – able to act on their own initiative in taking the change forward. With a team that is confident in its leader and has a true sense of urgency, change can be sustained. It is far less stressful.
- Managing Change! Is it painful? You bet it is! (wisewolftalking.com)
- Your Sense of Urgency (thinkup.waldenu.edu)
- Business Change: A Sense of Urgency (martinwebster.eu)
Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her at firstname.lastname@example.org or ring ++44(0)7867681439