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    Change Through Persuasion: by David A. Garvin and Michael A. Roberto

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    Ro Untoro Toro
    The document discusses how to successfully implement organizational change through persuasion. It outlines a four phase persuasion campaign: 1) announce that radical change is needed and demonstrate the new direction, 2) develop and frame the preliminary plan while gathering feedback, 3) manage employee mood through constant communication, and 4) reinforce behavioral changes to prevent backsliding. It then provides an example of how the CEO of a struggling hospital used this approach by publicly highlighting problems, detailing his turnaround plan, acknowledging employee feelings while keeping them focused, and enforcing new meeting rules.

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    Change Through Persuasion: by David A. Garvin and Michael A. Roberto

    Uploaded by

    Ro Untoro Toro
    97 views10 pages
    The document discusses how to successfully implement organizational change through persuasion. It outlines a four phase persuasion campaign: 1) announce that radical change is needed and demonstrate the new direction, 2) develop and frame the preliminary plan while gathering feedback, 3) manage employee mood through constant communication, and 4) reinforce behavioral changes to prevent backsliding. It then provides an example of how the CEO of a struggling hospital used this approach by publicly highlighting problems, detailing his turnaround plan, acknowledging employee feelings while keeping them focused, and enforcing new meeting rules.

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    The document discusses how to successfully implement organizational change through persuasion. It outlines a four phase persuasion campaign: 1) announce that radical change is needed and demonstrate the new direction, 2) develop and frame the preliminary plan while gathering feedback, 3) manage employee mood through constant communication, and 4) reinforce behavioral changes to prevent backsliding. It then provides an example of how the CEO of a struggling hospital used this approach by publicly highlighting problems, detailing his turnaround plan, acknowledging employee feelings while keeping them focused, and enforcing new meeting rules.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    97 views10 pages

    Change Through Persuasion: by David A. Garvin and Michael A. Roberto

    Uploaded by

    Ro Untoro Toro
    The document discusses how to successfully implement organizational change through persuasion. It outlines a four phase persuasion campaign: 1) announce that radical change is needed and demonstrate the new direction, 2) develop and frame the preliminary plan while gathering feedback, 3) manage employee mood through constant communication, and 4) reinforce behavioral changes to prevent backsliding. It then provides an example of how the CEO of a struggling hospital used this approach by publicly highlighting problems, detailing his turnaround plan, acknowledging employee feelings while keeping them focused, and enforcing new meeting rules.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 10

    Change Through Persuasion

    By David A. Garvin and Michael A. Roberto

    WHY IS CHANGE SO HARD?


    Most people are reluctant to alter their habits;
    What worked in the past is good enough;
    Resistance is even stronger if the organization
    has succession of leaders;
    Call for sacrifce and self discipline is met with
    cynicism, skepticism and resistance.

    HOW TO MAKE CHANGE STICK?


    Persuasion Campaign!

    Like a political campaign


    Show that the plans are
    different from those of their
    predecessors
    Convince people that
    radical changes are
    required for the
    organization to survive and
    thrive
    Gain trust by
    demonstrating that you are
    the right leaders

    THE FOUR PHASES OF A


    PERSUASION CAMPAIGN
    ANNOUNCE
    PLAN

    Convince staff that radical change is needed;


    Demonstrate why the new direction is the right
    one

    Position and frame preliminary plan; Gather


    feedback; Announce fnal plan

    Manage staff mood through constant


    communication

    4
    DEVELOP PLAN

    Persuasion
    Process

    Reinforce behavioral changes to avoid


    backsliding
    IMPLEMENT PLAN

    Turnaround
    Process

    THE PROBLEM
    -

    A misguided focus on clinical practice rather than backroom


    integration
    A failure to cut costs
    The repeated inability to execute plans and adapt to changing
    conditions in the health care marketplace

    The hospital was losing $50 million a year


    Relations between the administration and medical staff as well as
    between management and the board of directors were strained
    Employees
    felt
    demoralized,
    having
    witnessed
    the
    disappointing failure of its past leaders.

    Phase 1: Setting the stage


    Develop a bold message that provides compelling reasons to
    do things differently
    Publicized the possibility that BIDMC would be sold to a forproft institution.
    Delivered an all-hands-on-deck e-mail to the staff citing thr
    hospitals achievements while confrming that the threat of
    sale was real.
    Described the open management style he would adopt.
    Circulated a third party, warts-and-all report on BIDMSs
    plight on the hospitals intranet

    Phase 2: Creating the frame


    Present your turnaround plan in a way that helps people
    interpret your ideas correctly

    A detailed email memo

    Phase 3. Managing the mood


    Strike the right notes of optimism and realism to make
    employees feel cared for while also keeping them focused on
    your plans execution
    To acknowledge employees feeling of depression while helping

    Phase 4. Reinforcing good habits


    Provide opportunities for employees to practice desired
    behaviors repeatedly, if necessary, publicity criticize
    disruptive, divisive behaviors.
    -

    Levy had established meeting rules requiring staff to state


    their objections to decision and to disagree without being
    disagreeable.

    When one medical chief emailed Levy, complained about a


    decision had made during a meeting and copied the other
    chief and board chairman- Levy took action. He responded
    the email with the same audience publicly reprimanding the
    chief for his tone, lack of civility, and the failure to follow
    the rule about speaking up during meetings.

    In a receptive environment,
    employees not only
    understand why change is
    necessary; theyre also
    emotionally committed to
    making it happen, and they
    faithfully execute the
    required steps.

    HEAD-HEART-HAND

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