Background slides from a conversation about change management that I had with an exciting group of master's students studying Public Health with a focus on Health Economics, Policy, and Management at the Karolinska Institutet, Stockholm, Sweden on May 14, 2013. Contact: Carl.Savage@ki.se at the Medical Management Centre, Karolinska Institutet.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
Background slides from a conversation about change management that I had with an exciting group of master's students studying Public Health with a focus on Health Economics, Policy, and Management at the Karolinska Institutet, Stockholm, Sweden on May 14, 2013. Contact: Carl.Savage@ki.se at the Medical Management Centre, Karolinska Institutet.
How project managers, change managers, and organization leaders can drive project success by implementing change management, using the Prosci change management methodology and certification program.
This document outlines John Kotter's 8 steps for leading organizational change which include increasing urgency around the need for change, forming a guiding coalition, creating a vision for change, communicating the vision, empowering employees to implement change, creating short-term wins, building on changes, and making changes stick within the organization. The 8 steps are increased urgency, executive sponsorship, set the vision, communicate for buy-in, empower employees, create short-term wins, don't let up, and make change stick.
10 Jahre agil: Das ist teuer geworden. Eine Retrospektive. microTOOL GmbH
Die microTOOL GmbH entwickelt Ihre Softwarelösungen agil. Agil ist gut. Agil ist flexibel. Aber: agil kann auch teuer sein. Weitere Informationen zu microTOOL finden Sie unter www.microtool.de.
Managing Change in the Coast Guard and other complex organizationsPeter Stinson
The document discusses change management and outlines a three phase process for managing organizational change: 1) Preparing for change by defining strategies and developing plans, 2) Managing change through communication, training, and addressing resistance, and 3) Reinforcing change with feedback collection, compliance audits, and corrective actions. It also provides templates, tools, and models to help implement change management practices.
The document presents a slideshow about leading organizational change using John Kotter's 8-step change process. It discusses using the fable "Our Iceberg is Melting" as a communication tool to discuss needed changes in a non-political way. The 8 steps of the change process are then outlined: 1) create urgency, 2) form a guiding team, 3) develop vision and strategy, 4) communicate for buy-in, 5) empower action, 6) create short-term wins, 7) don't let up, and 8) create a new culture. The presentation concludes by posing questions about identifying needed changes and challenges to change initiatives.
Transition zur agilen Organisation - Die glorreichen Sieben-HOOD Group
Agil zu sein, bedeutet für uns:Wir orientieren uns an den Werten und Prinzipien des agilen Manifests.
Es geht um das Menschenbild
Aus Angst davor, dass Vertrauen ausgenutzt wird, machen wir noch mehr Regeln und Kontrolle. Agile Frameworks wie Scrum fördern Transparenz. Das Fehlverhalten ansprechen anstatt eine neue Regelung für alle zu treffen.
Entscheidungen: Konsens statt Kompromiss
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
Kotter's 8-step model provides a framework for leading organizational change. The 8 steps are: (1) increase urgency, (2) build guiding teams, (3) create a change vision, (4) communicate for buy-in, (5) enable action, (6) create short-term wins, (7) don't let up, and (8) make it stick. Each step includes strategies for implementation such as setting goals, removing obstacles, recognizing achievements, and reinforcing new values through hiring and training. The model was developed based on Kotter's study of successful change initiatives and is designed to drive organizational transformation through engaging employees and establishing the necessary conditions for change to take hold.
The document outlines John Kotter's 8-step process for leading organizational change, which includes establishing a sense of urgency, forming a powerful coalition, creating a vision for change, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. The document provides contact information for a learning and development consultant who facilitates the Kotter change model.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
This document outlines John Kotter's 8 steps for leading organizational change which include increasing urgency around the need for change, forming a guiding coalition, creating a vision for change, communicating the vision, empowering employees to implement change, creating short-term wins, building on changes, and making changes stick within the organization. The 8 steps are increased urgency, executive sponsorship, set the vision, communicate for buy-in, empower employees, create short-term wins, don't let up, and make change stick.
10 Jahre agil: Das ist teuer geworden. Eine Retrospektive. microTOOL GmbH
Die microTOOL GmbH entwickelt Ihre Softwarelösungen agil. Agil ist gut. Agil ist flexibel. Aber: agil kann auch teuer sein. Weitere Informationen zu microTOOL finden Sie unter www.microtool.de.
Managing Change in the Coast Guard and other complex organizationsPeter Stinson
The document discusses change management and outlines a three phase process for managing organizational change: 1) Preparing for change by defining strategies and developing plans, 2) Managing change through communication, training, and addressing resistance, and 3) Reinforcing change with feedback collection, compliance audits, and corrective actions. It also provides templates, tools, and models to help implement change management practices.
The document presents a slideshow about leading organizational change using John Kotter's 8-step change process. It discusses using the fable "Our Iceberg is Melting" as a communication tool to discuss needed changes in a non-political way. The 8 steps of the change process are then outlined: 1) create urgency, 2) form a guiding team, 3) develop vision and strategy, 4) communicate for buy-in, 5) empower action, 6) create short-term wins, 7) don't let up, and 8) create a new culture. The presentation concludes by posing questions about identifying needed changes and challenges to change initiatives.
Transition zur agilen Organisation - Die glorreichen Sieben-HOOD Group
Agil zu sein, bedeutet für uns:Wir orientieren uns an den Werten und Prinzipien des agilen Manifests.
Es geht um das Menschenbild
Aus Angst davor, dass Vertrauen ausgenutzt wird, machen wir noch mehr Regeln und Kontrolle. Agile Frameworks wie Scrum fördern Transparenz. Das Fehlverhalten ansprechen anstatt eine neue Regelung für alle zu treffen.
Entscheidungen: Konsens statt Kompromiss
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
Kotter's 8-step model provides a framework for leading organizational change. The 8 steps are: (1) increase urgency, (2) build guiding teams, (3) create a change vision, (4) communicate for buy-in, (5) enable action, (6) create short-term wins, (7) don't let up, and (8) make it stick. Each step includes strategies for implementation such as setting goals, removing obstacles, recognizing achievements, and reinforcing new values through hiring and training. The model was developed based on Kotter's study of successful change initiatives and is designed to drive organizational transformation through engaging employees and establishing the necessary conditions for change to take hold.
The document outlines John Kotter's 8-step process for leading organizational change, which includes establishing a sense of urgency, forming a powerful coalition, creating a vision for change, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. The document provides contact information for a learning and development consultant who facilitates the Kotter change model.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
Feedback geben und nehmen - Abendvortrag_revisedoose
Du möchtest mehr über effektives Feedback erfahren? In diesem Impulsvortrag erkunden wir die praktische Anwendung von Feedbackregeln und die Strukturierung von Feedback. Wir sind uns alle einig, dass Feedback essentiell ist, um zu lernen, sich weiterzuentwickeln und ein gemeinsames Verständnis zu schaffen. Doch in der Realität fehlt es oft an korrekter oder überhaupt an Feedbackgebung, was zu Konflikten führen kann. Erfahre warum Feedback oft nicht den gewünschten Nutzen bringt und wie du es erfolgreich einsetzen kannst, um eine vertrauensvolle und offene Zusammenarbeit zu fördern. Auch für diejenigen, die bereits viel über das Thema wissen, bietet dieser Vortrag neue Erkenntnisse.
Sarah Schuh von oose gibt Praxis-Tipps, wie wir im Arbeitsumfeld unsere Zusammenarbeit mit anderen durch Feedback verbessern können.
Sie suchen eine Weiterbildung, die sich ideal an eine Coachingausbildung andockt und Ihnen das spezielle Know-how als Karrierecoach und Outplacementberater vermittelt? Hier ist unser "Karriereexperte Professional".
Man kann einem Menschen nichts lehren.
Man kann ihm nur helfen, es in sich selbst zu entdecken.
(Galileo Galilei)
Begleitende Präsentation zum Vortag über Coaching und mentales Training beim Exklusiv-TanzSport-Silvester-Seminar 2015 der TanzSport-Akademie in Neckenmarkt
Professionell Feedbacks geben - so klappt'sFundCom AG
Im Workshop "Professionell Feedback geben - so kommen Rückmeldungen gut an", üben leitende Aussendienstmitarbeitende bei der führenden Fundraising-Agentur Corris, wie man professionell Feedbacks gibt. Die Folien sind eine Auswahl aus einer umfassenden Präsentation zum Thema.
Vorlage zur Erläuterung, zum Konzept und zu den Merkmalen von Zielvereinbarungen als Präsentation im Unternehmen und zur Einführung.
Aus dem Buch "Mit wirksamen Zielvereinbarungen zu nachhaltigen Erfolgen" von Thomas Richter
ISBN 3952324698
In Zeiten, wo die Komplexität explodiert, Unsicherheit zunimmt und bewährte Handlungsmuster den Sekundentod sterben, steigt die Sehnsucht der Coaching- Klienten nach „den richtigen Weg“. Der äußere (Zeit-)druck und der innere (Erfolgs-)druck suchen nach schnell, umsetzbaren Lösungen.
Die Coaching Anliegen haben sich gewandelt: weg von mittelfristigen Entwicklungsthemen hin zu kurzfristigen Überlebensstrategien.
Unter der Leitfrage: Wie viel zirkuläres Fragen darf noch sein, wie viel Ratschlag muss sein, damit Coaching als Profession wirksam und vom Beratungsmarkt unterscheidbar bleibt?
fällt mein Blick auf die "Szene" kritisch aus:
Die historischen Daten eines Lebenslaufs erfordern Wahrhaftigkeit.
Der Nutzen, den eine Person erzielen kann, darf in einem Lebenslauf positiv dargestellt werden. Weil Lebensläufe oft nicht gelesen, sondern ueberflogen werden, ergeben sich interessante Effekte. Die Nutzendarstellung im Lebenslauf ruft positive Phantasien hervor. Diese Phantasien gehen in die Entscheidung ein.