1. Rachel Bjerstedt

2. He who rejects change is the architect
of decay. The only human institution
which rejects progress is the cemetery.
~ Harold Wilson

3. First Things First…
Define and Understand.
 What is change/innovation?
 When is change/innovation necessary?

4. First Things First…
Define and Understand.
What is change/innovation?
 When is change/innovation necessary?
Innovation means being willing to look at what
you’re doing from a fresh perspective or to think
outside the box. Innovation fuels improvement:
improved products and features, improved
methods, and improved knowledge
(BizManualz.com)

5. First Things First…
Define and Understand.
• what is change/innovation and
 When is change/innovation necessary?
Talk of change typically begins with some people
noticing vulnerability in the organization. The
threat of losing ground in some way sparks these
people into action.
(Kotter as cited by PowerProjects.com)

6. Models of Change/Innovation
 Theory X
 Theory Y
 John Kotter’s 8-Step Approach
 Thornton's 3-C Leadership Model
 Peter Senge's 4 futures

7. Theory X
 Assumes that employees are naturally unmotivated and dislike working
 Encourages an authoritarian style of management
 Management must actively intervene
 Assumes that workers:
 Dislike working.
 Avoid responsibility and need to be directed.
 Have to be controlled, forced, and threatened to deliver what's needed.
 Need to be supervised at every step, with controls put in place.
 Need to be enticed to produce results; otherwise they have no ambition
or incentive to work.
(Mindtools.com, 2011; Bobic & Davis, 2003)

8. Theory Y
 Assumes Employees ARE motivated and are self directed
 Encourages Participative style of management
 Management is decentralized
 It assumes that workers:
 Take responsibility and are motivated to fulfill the goals they
are given.
 Seek and accept responsibility and do not need much
direction.
 Consider work as a natural part of life and solve work
problems imaginatively.
(Mindtools.com, 2011)

9. John Kotter’s 8-Step Approach
“All too often people and organizations don’t see the need
for change. They don’t correctly identify what to do, or
successfully make it happen, or make it stick. Businesses
don’t. School systems don’t. Nations don’t.”
John Kotter (2006)

10. John Kotter’s 8-Step Approach
“All too often people and organizations don’t see the need for change. They don’t correctly identify what to do, or successfully make it happen, or
make it stick. Businesses don’t. School systems don’t. Nations don’t.”
John Kotter (2006)
8 Step System
 Increase Urgency - inspire people to move, make objectives real & relevant.
 Build The Guiding Team - get the right people in place with the right emotional
commitment, and the right mix of skills and levels.
 Get The Vision Right - get the team to establish a simple vision and strategy, focus on
emotional and creative aspects necessary to drive service and efficiency.
 Communicate for buy-in - Involve as many people as possible, communicate the essentials,
simply, and to appeal and respond to people's needs. De-clutter communications - make
technology work for you rather than against.
 Empower action - Remove obstacles, enable constructive feedback and lots of support from
leaders - reward and recognise progress and achievements.
 Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable
numbers of initiatives. Finish current stages before starting new ones.
 Don't let up - Foster and encourage determination and persistence - ongoing change -
encourage ongoing progress reporting - highlight achieved and future milestones.
 Make change stick - Reinforce the value of successful change via recruitment, promotion, new
change leaders. Weave change into culture.
(BusinessBalls.com, nd; Kotter, 2006; PowerProjects, 2006)

11. Thornton's 3-C Leadership Model
 Identifies three specific leadership actions
 Challenge
 Share their vision
 Set very high goals
 Ask challenging questions
 Confidence
 Recognizing & rewarding
 Providing professional development
 Empowering with responsibility and authority
 Coaching
 Provide feedback
 Pose questions to improve understanding
 Set an example of continual self-improvement.
(QuickMBA.com, n.d.)

12. Peter Senge's 4 futures
 There must be a combination of;
 Appropriate dialogue,
 Consultation and
 Empowerment
 Change cannot be easily imposed upon people
 Each individual has to learn how to lead themselves
(leopard-learning, n.d.; )

13. References
Bobic, M. P., & Davis, W. (2003). A Kind Word for Theory X: Or Why So Many Newfangled Management
Techniques Quickly Fail. Journal Of Public Administration Research & Theory, 13(3), 239.
Kotter, John; Rathgeber, Holger; Spencer Johnson; Peter Mueller (2006-09-05). Our Iceberg Is Melting:
Changing and Succeeding Under Any Conditions (Kotter, Our Iceberg is Melting) (Kindle
Locations 130-133). St. Martin's Press. Kindle Edition.
MindTools.com (n.d) Theory X and Theory Y: Understanding team member motivation. Retrieved from
http://www.mindtools.com/pages/article/newLDR_74.htm
PowerProjects.com A summary of the article: "Leading Change: Why Transformation Efforts Fail" by John
Kotter. Harvard Business Review, March-April 1995. http://cssp.us/pdf/LeadingChange-
J%20Kotter.pdf
Thornton's 3-C Leadership Model. QuickMBA. (n.d) Thornton's 3-C Leadership Model. Retrieved from
http://www.quickmba.com/mgmt/leadership/3c/
Learning and change management models. Leopard-Learning.com http://www.leopard-
learning.com/changemanagementmodels.html