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Kotter asserts that to be useful or influential, short-term wins need to be "visible and unambiguous" as well as "closely related to the change effort". [ 9 ] : 121–2 Arguing against a belief that there is a "trade-off" between wins in the short-term and wins in the long-term, Kotter argues from experience that both are achievable.
John P. Kotter, a pioneer of change management, invented the 8-Step Process for Leading Change. John P. Kotter, the Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School is considered the most influential expert of change management. [29] He invented the 8-Step Process for Leading Change. It consists of eight stages:
Visual representation of the model [1]. The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the 1980s.
People developing their theory of change in a workshop. A theory of change (ToC) is an explicit theory of how and why it is thought that a social policy or program activities lead to outcomes and impacts. [1] ToCs are used in the design of programs and program evaluation (particularly theory-driven evaluation), across a range of policy areas.
The transtheoretical model is also known by the abbreviation "TTM" [2] and sometimes by the term "stages of change", [3] although this latter term is a synecdoche since the stages of change are only one part of the model along with processes of change, levels of change, etc. [1] [4] Several self-help books—Changing for Good (1994), [5 ...
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The action-research model shown in Figure 1 closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of unfreezing, or problem awareness. [22]
Sinek calls this triad the golden circle, a diagram of a bullseye (or concentric circles or onion diagram) with "Why" in the innermost circle (representing people's motives or purposes), surrounded by a ring labelled "How" (representing people's processes or methods), enclosed in a ring labelled "What" (representing results or outcomes).