Hello, Habr! This is my final post (here the first and second ) on Change Management, in which I want to talk about the Change Wheel model and its business benefits. We'll look at how the guerrilla is different from the saboteur (in the context of implementing change, of course), how a sledgehammer can help accelerate organizational change, and what we can learn from game creators.
One approach to managing change in organizations and not only is the Change Wheel model of Rosabeth Moss Kanter. According to the famous scientist from Harvard University, in order to successfully implement changes, we must focus on activities from 10 categories. As well as among the spokes of the wheel, it is impossible to single out more or less important ones. But if one or more of the spokes are deformed, it will not be easy to go far. The same can be applied to the implementation of changes.
The first spoke emphasizes the importance of a shared vision. We talked about spreading a single view of change when we discussed the Cotter model in the last post. Here, all principles remain the same.
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