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Guidelines for
Implementing

Prepared by:
Angelie G. Torres
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  Explain why Change is
necessary
 Create a sense of urgency
about them
 Leaders to provide and
explain relevant
information

1. Create a sense of urgency about the

need for change.

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  A vision of what the
changes will do to
achieve shared objectives
and values is very helpful
in gaining commitment
for the change.

2. Communicate a clear vision of the benefits

to be gained from change

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  Leader must understand
the political process,
distribution of power and
identity of people
necessary for the change
to happen.

3. Identify likely supporters, opponents,

and reasons for resistance.

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  Build cooperative effort
both inside and outside
the organization.

4. Build a broad coalition to support the

change.

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  Develop task force who
will spearhead the change
to be implemented.
 Leader of each task force
must be someone who
understands and supports
the new vision and has
management skills.
5. Use task forces to guide the implementation of
changes.

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  Empowering people
means reducing
bureaucratic constraints
and providing the
resources needed in
change implementation.

6. Empower competent people to help plan

and implement change.

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  Symbolic change
involves how the work is
done and the authority of
various parties over work
 Symbolic change
involves where the work
is done.
 It may also involve
7. Make dramatic, symbolic changes that affect
cultural forms such as
the work. symbols, ceremonies, and
rituals.

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  Provide realistic preview
of some typical problems
and difficulties.
 Discuss ways to avoid or
resolve these problems.

8. Prepare people for change by explaining

how it will affect them.

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  Form support group to
help cope with the
disruptions caused by
major change.

9. Help people deal with the stress and

difficulties of major change.

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  Confidence is increased
when successful progress
is seen in the early phases
of major change.

10. Provide opportunities for early successes to

build confidence.

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  Feedback must be
collected and analyzed to
evaluate progress timely
and accurately.

11. Monitor the progress of change and make

any necessary adjustments.

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  Communicate steps
initiated, changes
completed and
improvements occurred
in performance
indicators.
 Recognize contributions
and accomplishments of
12. Keep people informed about the individuals
progress of change.

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  Leader must continue to
provide the attention and
endorsement of change
which signals
commitment to see it
through a successful
conclusion.
 Leader must persistently
13. Demonstrate continued optimism and
promote the VISION and
commitment to the change. display optimism.

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How Visions
Influence
Change?

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Desirable Characteristics for a Vision
Simple and idealistic

Appeal to the values, hopes, and ideals of

organization members and stakeholders

Emphasize distant ideological objectives rather

than immediate tangible benefits.

Challenging but realistic.

Address basic assumptions of what is important for

the organization

Focused enough to guide decisions and actions but

general enough to allow initiative and creativity.

Simple enough to be communicated clearly in 5

minutes or less.
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 Elements of Vision

Mission

Project Value
Objectives Statement
Visio
n

Strategic
Objectives Slogans

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Guidelines for Developing a Vision
1. Involve key stakeholders.

2. Identify shared values and ideals.

3. Identify strategic objectives with wide appeal.

4. Identify relevant elements in the old ideology.

5. Link the vision to core competencies and prior achievements.

6. Continually assess and refine the vision.

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Collective Learning and Innovation
Internal Creation of External Acquisition
New Knowledge of New Knowledge

Exploration and
Exploitation

Knowledge Diffusion Learning Organization

and Application

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 Creation of New Knowledge
Internal Creation External Creation

 Formal Subunits  Outside sources such as publications,

 Employees books/articles, observation of best practices
elsewhere
 From other organization
 Consultants
 Hiring outsiders with special expertise
 Entering join ventures with other organization
 Acquiring another organization that has
relevant expertise and patents
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 Types of Learning
Exploration Exploitation

 Learning how to make incremental

 Finding innovative new products,
improvements in existing products, services,
services, process, technology or processes.
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Knowledge Diffusion and Application Learning Organizations

 Written or Electronic Manuals  Organizations that learn rapidly and use the
 Conference knowledge to become more effective.
 Seminars and Workshops
 Dispatched of a team of experts
 Transfer or assign to other units to
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Guidelines for Enhancing Learning
and Innovation
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 Recruit talented, creative  Encourage appreciation for
people and empower them to flexibility and innovation.
be innovative.

 Encourage and facilitate  Help people improve their

learning by individuals and mental models.
teams.

 Evaluate new ideas with small  Leverage learning from

scale experiments. surprises and failures.

 Encourage and facilitate  Preserve past learning and

sharing of knowledge and ensure continued use of
ideas. relevant knowledge.

 Set innovation goals.  Reward entrepreneurial

behavior.

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“At the beginning of a change, the
patriot is a scarce man, and brave,
and hated, and scorned.  When his
cause succeeds, the timid join him,
for then it costs nothing to be a
patriot.”
Mark Twain

THANK YOU!
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