Implementing Organizational Change

By: John Cotter

• If possible, introduce changes on a small prototype scale, with the understanding they will be expanded throughout the organization eventually. The intent is not to "see if they work" but rather to learn how to make them work effectively.
• Sites for prototypes should be chosen to provide the best opportunities for learning, rather than presenting the greatest challenge to the concepts involved.
• Treat mistakes as opportunities for learning, not as experiences to punish or ignore. Make sure the learning loop gets closed while experiences are still fresh in people's minds.
• Deal with emerging issues promptly. Don't allow dissatisfaction and frustration to reign unchecked. Some frustration is helpful as a prelude to learning, but it can easily be overdone.
• Provide formal training "as needed" during the implementation phase, rather than trying to get it over with all at once in the beginning. Skills and concepts can be acquired more effectively when there's some previous context in which to asses their usefulness.
• Design the training around specific, identified needs rather than using existing packaged programs. The training focus should be developmental rather than remedial, as people tend to embrace the former while resisting the latter.
• When replacing people who leave, retire or are promoted, look to hire those who possess the personal philosophy and capabilities called for by the change initiative.
• Provide constant high-visibility feedback on what's going right. Avoid publicizing only problems and failures. Create special events to celebrate specific achievements.
• Evaluate progress from the beginning of the implementation and don't be afraid to introduce corrections if change elements are not working out as planned.
• Don't over structure the details of implementation. Doing so limits opportunities for initiative and learning by those involved. It also incorrectly presupposes that every detail can be planned in advance.
• If the change moves too quickly, many employees will be left behind. As a result, they will be unsure about the purpose and detail of what's likely to be implemented and unable to frame appropriate questions to express their concerns.