Lean Change Management

Innovative Practices for Managing Organizational Change

Happy Melly Express, 2014

15 分钟阅读

10 个要点速记

音频和文本

看看什么内容？

Consider “feedback-driven” change management, which offers agile tools, innovative practices and lean outcomes.

自动生成的音频

1×

登录收听有声浓缩书。

自动生成的音频

Editorial Rating

Qualities

Applicable

Recommendation

Change agent Jason Little gets you thinking about the good, the bad and the ugly of the “lean change management cycle.” His philosophy is to get rid of static charts and dusty project plans and instead implement a “feedback-driven” change management process. Little’s instructive guide will fill your toolbox with techniques to encourage participation, instruments that visualize progress, and practices that help overcome obstacles. You don’t have to be a connoisseur of lean approaches and agile tools to appreciate this solid manual. getAbstract recommends Little’s practical approach to managers driving and living through change and to those contemplating a program of lean change management.

Summary

The “Lean Change Management Cycle”

Whether you call it a model, a method or a process, the lean change management cycle directs organizational change through three recurring, nonlinear stages: “insights, options and experiments.” Being “feedback-driven” means gathering input from your organization’s management and staff to create a change plan.

Begin by leading your business transformation in small steps. Involve the people who will be most affected by the change. They need time to digest what’s happening, so break down big organizational shifts into smaller pieces. You can’t plan how people are going to react to change, but you’ll know how they will respond after you present information in incremental steps.

Collecting Insights

Assemble information that helps you to understand what is happening in your enterprise and to detect possible obstacles to change. Gather insights using practices or tools that help you grasp an overall situation.

Such tools can include “Information Radiators” – large, readable wall displays that explain all the complications of a change. For example, an information radiator might display what one department of 300...

About the Author

Jason Little began his career as a web developer before moving into management, Agile Coaching and consulting. He helps companies discover more effective practices for managing organizational change.

Comment on this summary

Sign in to share your opinion
A. C. 5 months ago

I like this topic
j. b. 8 years ago

I like the pictorial way to present impacts in the blast and the sphere of influence.
J. Y. 9 years ago

I like the Coffee meeting approach to getting the people involved in on the resolution.

Jason Little