Change does not happen just because a new organization is announced or a new system is implemented, but when people realize the value brought by the change and change their behavior, change will happen.

It starts with ending the current state and then enters the stalemate stage. In this stage, the current state has not completely ended and the new state has not yet begun. When the new state is established, the change is achieved.

Of the three phases, the stalemate is the hardest to predict and the most confusing because it is a mixture of old and new.

If people in the organization do not transition through the stalemate stage, the organization is likely to repeat the same mistakes and it is impossible to achieve change.

In the process of change, everyone will go through these three stages, but the speed of progress is different.

Overestimating one’s ability to drive massive organizational change

Underestimating how difficult it is for people to step out of their comfort zone

Failure to foresee that their actions and methods may trigger resistance and reinforce the status quo

Rushing to places where people fear to tread

Confusing urgency with anxiety

Without the active support of organizational leaders and the lack of alliances with other leaders to guide change, it is almost impossible to achieve significant change.

A key challenge in building a guiding coalition is identifying the necessary parties

Without a clear and explicit description of the vision for change, even the most urgent and powerful guiding coalition will not be enough.

Vision provides context for change efforts and helps people understand the meaning of individual issues

In the absence of a public vision statement to guide decisions, every choice can be reduced to debate and any action can derail or undermine the change initiative.

psychological disorder

Organization

active resistance

Anything that involves long-term commitment, effort, and resources requires some early and regular feedback on success

Complex change efforts require short-term goals to support long-term goals, and reaching them can delight the team and maintain momentum

A situation where people tend to declare a project a success at the first significant performance improvement

Short-term wins and first victories are powerful tools for maintaining motivation and morale, but any suggestion that a job has been successfully accomplished is usually a misconception.

When the new behaviors are not yet integrated into the organization's social norms and shared values, change will decay and degrade once the focus of the change effort shifts.

Participate in any change activity and ignore cultural change at great risk

Factors that create a sense of urgency

For change to be successful, two specific situations need to be avoided

4 Key Characteristics of a Guiding Alliance

The importance of effective leadership in alliances

Build effective teams

avoid groupthink

Why you need a vision

Seven Key Elements to Effectively Communicate Your Vision

The first is to break through the early user stage

The second is that when innovation moves from the late majority to the outdated stage, what the team needs to accept is that they do not have to get 100% of people to accept the new way of doing things.

Innovation

communication channels

time

social system

know

persuade

decision making

implement

confirm