Leading Change

Leading Change

SHUO MIAO

A team in adapting to a leadership style will form a team mode, the team model is most suitable for the operation of the team. In the company, the enterprise culture will promote the formation of the leadership style. the employees feel fit with company culture, it will form a fixed working environment, which is beneficial to reduce the difficulty of the operation. However, market environment will change, the company also needs to do the change according by market, to fix the demand of the market and the needs of the consumers, it will help the company can sustainable development. In this time, the leadership style needs to do some change, it will help the team operating direction easy to do the change, to achieve the demand of the market.

Do the change need an adjustment process. In this process, the company needs through continuous attempts to gradually correction the unsatisfied data, to build a new baseline. In this process, it always has conflict with the corporate culture.

Harmonious culture and the actual demand, according to the good behavior will help enterprises to set up new operation mode, this gradually change is helpful for enterprises to open the market.  

Cv = Dsq x Mf x Pc > Cc

where

Cv = volume of change

Dsq = dissatisfaction with the status quo

Mf = model of the future

Pc = Process of change, and

Cc = Cost of the change.

This is a very useful model because it tells us that unless people are unhappy with the way things are, they aren’t likely to change, and even if they’re unhappy, unless they can see a way to change things and how they want to change things, they aren’t likely to engage in the process. Change leaders can see in this approach specific things they can do to raise the probability of success.

It means, people don’t like to change the satisfactory things, they will change the uncomfortable data only. Therefore, if the company want to change one thing, that would require a team by resistance, when the team want to change the form of a thing, the team style improvement rate will become to higher.

1) establish a sense of urgency,

2) create a guiding, powerful coalition,

3) develop a clear and powerful vision and strategy,

4) communicate at every point possible the change vision,

5) redesign the organization to remove obstacles to change,

6) find short-term successes to celebrate,

7) consolidate short-term wins into new change initiatives,

8) insure that the changes are incorporated into the underlying organizational culture.

Kotter’s research outlined eight reasons that corporate change efforts fail—and eight corresponding ways of managing them.