{"id":3851,"date":"2022-02-11T17:35:04","date_gmt":"2022-02-11T09:35:04","guid":{"rendered":"https:\/\/blog.visual-paradigm.com\/pl\/?p=3851"},"modified":"2022-11-29T14:17:54","modified_gmt":"2022-11-29T06:17:54","slug":"kotters-eight-steps-to-change-management","status":"publish","type":"post","link":"https:\/\/blog.visual-paradigm.com\/pl\/kotters-eight-steps-to-change-management\/","title":{"rendered":"Osiem Krok\u00f3w Kottera Do Zmiany Zarz\u0105dzania"},"content":{"rendered":"

Wst\u0119p<\/span><\/span><\/h3>\n

John Kotter, profesor Harvard Business School, przestudiowa\u0142 wiele firm, kt\u00f3re z powodzeniem wprowadzi\u0142y zmiany w swoich organizacjach.\u00a0To sk\u0142oni\u0142o go do opracowania wsp\u00f3lnego o\u015bmioetapowego modelu, kt\u00f3ry inne organizacje mog\u0105 zastosowa\u0107, aby wprowadzi\u0107 zmiany.\u00a0Opisuje sw\u00f3j o\u015bmioetapowy proces zmiany w swojej ksi\u0105\u017cce Leading Change.<\/span><\/p>\n

Chocia\u017c opisany jako model zarz\u0105dzania zmian\u0105 i przyw\u00f3dztwa w zmianie, warto zauwa\u017cy\u0107, \u017ce osiem krok\u00f3w Kottera jest \u015bci\u015ble zwi\u0105zanych z planowaniem doskonalenia.\u00a0Ludzka sk\u0142onno\u015b\u0107 do rutyny oznacza, \u017ce \u200b\u200bzmiana jest \u015bwiadomym pragnieniem poprawy rzeczy lub potrzeb\u0105 dostosowania si\u0119 do zmieniaj\u0105cych si\u0119 okoliczno\u015bci.<\/span><\/p>\n

Model 8 krok\u00f3w Kottera<\/span><\/span><\/h3>\n

8 krok\u00f3w Kottera jest skutecznych w zarz\u0105dzaniu indywidualnymi projektami lub usprawnieniami proces\u00f3w lub zmianami poziom\u00f3w, ale ich celem jest stworzenie szerszej kultury zmian dla ca\u0142ej organizacji.\u00a08 krok\u00f3w Kottera to:<\/span><\/p>\n

<\/p>\n

EDYTUJ TEN SZABLON MODELU 8-ETAPOWEJ ZMIANY KOTTERA<\/span><\/a><\/p>\n

    \n
  1. Stw\u00f3rz poczucie pilno\u015bci: pierwszy krok koncentruje si\u0119 na tym, jak zmotywowa\u0107 ludzi do u\u015bwiadomienia sobie wagi zmiany.\u00a0Stw\u00f3rz poczucie pilno\u015bci, aby ludzie zrozumieli, \u017ce musz\u0105 podj\u0105\u0107 dzia\u0142ania ju\u017c teraz.\u00a0Podkre\u015bl cele programu i poka\u017c, jakie korzy\u015bci przynios\u0105 one zespo\u0142owi lub organizacji.<\/span><\/li>\n
  2. Zbierz zesp\u00f3\u0142 przyw\u00f3dczy: Zbuduj silny i autorytatywny zesp\u00f3\u0142 przyw\u00f3dczy, kt\u00f3ry b\u0119dzie kierowa\u0142 zmian\u0105, kt\u00f3ry b\u0119dzie ambasadorem inicjatywy zmiany.<\/span><\/li>\n
  3. Opracuj strategi\u0119 wizji: opracuj strategi\u0119 i przeka\u017c j\u0105 wi\u0119kszej grupie.\u00a0Om\u00f3wili\u015bmy strategi\u0119 na bardzo wysokim poziomie, ale teraz strategia musi zosta\u0107 zdefiniowana w bardziej szczeg\u00f3\u0142owy i zwi\u0119z\u0142y spos\u00f3b, tworz\u0105c konkretne inicjatywy dla osi\u0105gni\u0119cia ma\u0142ych kamieni milowych, kt\u00f3re wsp\u00f3lnie poprowadz\u0105 organizacj\u0119 do jej ostatecznych cel\u00f3w.<\/span><\/li>\n
  4. Komunikuj si\u0119 na du\u017c\u0105 skal\u0119: komunikuj strategi\u0119 i inicjatywy ca\u0142ej organizacji.\u00a0Celem jest zakomunikowanie planu i uzyskanie konsensusu, aby ludzie zaakceptowali zmiany.\u00a0Rekrutuj ludzi, aby pomogli wprowadzi\u0107 te zmiany w \u017cycie;\u00a0w liczebno\u015bci si\u0142a.<\/span><\/li>\n
  5. Usu\u0144 bariery na drodze do zmian: \u0142atwo straci\u0107 impet, gdy napotkasz przeszkody.\u00a0Aby osi\u0105gn\u0105\u0107 cele i inicjatywy, nale\u017cy usun\u0105\u0107 wszelkie bariery post\u0119pu.<\/span><\/li>\n
  6. Gromad\u017a kr\u00f3tkoterminowe zwyci\u0119stwa: Wa\u017cne jest, aby po drodze wykazywa\u0107 ma\u0142e zwyci\u0119stwa.\u00a0Wyra\u017ane post\u0119py i cz\u0119ste sukcesy b\u0119d\u0105 nadal motywowa\u0107 zesp\u00f3\u0142.\u00a0Pomy\u015blnie zako\u0144czone ma\u0142e inicjatywy sk\u0142adaj\u0105 si\u0119 na pomy\u015blne osi\u0105gni\u0119cie celu ko\u0144cowego.<\/span><\/li>\n
  7. U\u0142atwianie g\u0142\u0119bszych zmian: osi\u0105ganie kr\u00f3tkoterminowych korzy\u015bci to jedno, ale prawdziwym celem jest konsekwentny post\u0119p w realizacji d\u0142ugoterminowych cel\u00f3w organizacji.\u00a0Skoncentruj si\u0119 na powtarzaj\u0105cych si\u0119 zwyci\u0119stwach.<\/span><\/li>\n
  8. Zintegruj wyniki z kultur\u0105: umie\u015b\u0107 zmian\u0119 w kulturze korporacyjnej.\u00a0Nieustannie pracuj, aby zmiany by\u0142y akceptowane i postrzegane jako szansa dla ca\u0142ego przedsi\u0119biorstwa.\u00a0U\u0142atwia to realizacj\u0119 ka\u017cdego nowego planu strategicznego, tworz\u0105c bardziej zwinn\u0105 organizacj\u0119.<\/span><\/li>\n<\/ol>\n

    Wi\u0119cej Model 8-stopniowej zmiany Kottera (szablony i przyk\u0142ady)<\/span><\/span><\/h3>\n

     <\/p>\n

    <\/p>\n

    EDYTUJ TEN SZABLON MODELU 8-ETAPOWEJ ZMIANY KOTTERA<\/span><\/a><\/p>\n

    <\/p>\n

    EDYTUJ TEN SZABLON MODELU 8-ETAPOWEJ ZMIANY KOTTERA<\/span><\/a><\/p>\n

    <\/p>\n

    EDYTUJ TEN SZABLON MODELU 8-ETAPOWEJ ZMIANY KOTTERA<\/span><\/a><\/p>\n

    <\/p>\n

    EDYTUJ TEN SZABLON MODELU 8-ETAPOWEJ ZMIANY KOTTERA<\/span><\/span><\/a><\/p>\n

    <\/p>\n

    EDYTUJ TEN SZABLON MODELU 8-ETAPOWEJ ZMIANY KOTTERA<\/span><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    John Kotter, a professor at Harvard Business School, has studied many companies that have successfully implemented change in their organizations. This led him to develop a common eight-step model that other organizations can follow to make change. He describes his eight-step change process in his book, Leading Change. Although described as a model for change management and change leadership, it is worth noting that Kotter’s eight steps are closely related to improvement planning. The human tendency toward routine means that change is a conscious desire to improve things or the need to adapt to changing circumstances.<\/p>\n","protected":false},"author":1,"featured_media":4009,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_lmt_disableupdate":"","_lmt_disable":"","footnotes":""},"categories":[38,26],"tags":[],"class_list":["post-3851","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-change-management","category-infographics","loop-entry","clr"],"yoast_head":"\nOsiem Krok\u00f3w Kottera Do Zmiany Zarz\u0105dzania - Visual Paradigm Blog<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/blog.visual-paradigm.com\/pl\/kotters-eight-steps-to-change-management\/\" \/>\n<meta property=\"og:locale\" content=\"pl_PL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Osiem Krok\u00f3w Kottera Do Zmiany Zarz\u0105dzania - Visual Paradigm Blog\" \/>\n<meta property=\"og:description\" content=\"John Kotter, a professor at Harvard Business School, has studied many companies that have successfully implemented change in their organizations. 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