Change Is Hardest in the Middle

Interesting post on the Harvard Publishing Blog - from the Change Master Rosabeth Kanter. I had an opportunity to present on the topic of Organizational Change to a client and when I read this post, I could not resist by post a slide from my presentation.
Kanter's stages and suggestions align with mine:

• Tune into the environment. What has changed since you began the initiative? Do the original assumptions hold? Is the need still there?
• Check the vision. Does the idea still feel inspiring? Is it big enough to make extra efforts worthwhile?
• Test support. Are supporters still enthusiastic about the mission? Will new partners join the initiative?
• Examine progress. Have promises been kept and milestones passed? Are there early indicators, tangible demonstrations, that this could succeed? Can the next wave of results sustain supporters and silence critics?
• Search for synergies. Can the project work well with other activities? Can it be enhanced by alliances?

I agree with Kanter on the fact that:

Those who master change persist and persevere. They have stamina. They are flexible. They expect obstacles on the road to success and celebrate each milestone. They keep arguing for what matters. And who knows what might happen? Persistence could keep innovations alive, convince companies to avoid draconian cuts, influence hiring managers to take a second look, or even persuade local politicians to save the city zoo.