3 momentos para construir a mudança

Os três passos que há muito promovemos aqui no blogue, aprendidos com a Teoria das Restrições e com Dettmer, para construir a mudança:

"what can leaders do to improve their chances of successfully implementing organizational change? They should use an intentional, structured approach to determine where they are now, where they want to be in the future, and how they will bridge the gap.
1. Assess the current state to understand where the organization is starting from as it begins the change process. What are the organization's strengths? What are its barriers to change? Are employees ready and willing to embrace the change and adopt new behaviors?
2. Paint a clear, compelling picture of the future state and explain why change is necessary. Employees are more motivated to change if leaders can give them hope and inspiration. Workers need to envision the change and understand how their efforts will contribute to achieving it.
3. Create a plan of action to bridge the gap between the current and future state. This plan serves as a road map for the journey and identifies the specific steps required to achieve the desired change."

Recordar:

• "Matéria-prima para converter estratégia em acção";
• "Prerequisite tree" e
• "Da realidade actual ao futuro desejado e, depois, o que fazer para conseguir a transição"

Trecho retirado de "Why Creating Organizational Change Is So Hard"