The Kotter change model: 8 steps to accelerating change

Kotter change model

The Kotter change model is reviewed in the video below (from Flixabout.com). This is perhaps one of the best known models for organisational change. Kotter’s change model aims to give organisations a road map to follow when they seek to bring about major change. The difficulty I have with the model is that, if applied … Read more

Tipping point leadership in a complex system: lessons from dancing guy

tipping point leadership: dancing guy

Here is Derek Sivers’ great TED talk about the role of leadership and followers when it comes to creating a movement.

Derek highlights the important moment when it becomes more uncool not to dance than to dance. This is the point where the leaders efforts pay off and the followers take on the leader’s ideas to create a movement.

And although he doesn’t put it in these terms, what Derek is describing is a tipping point. Hence what we are seeing is evidence of tipping point leadership.

In complex systems, a tipping point is a critical point at which which the system shifts radically and potentially irreversibly into a different state of equilibrium. It represents a sudden and extreme change of state, rather than a gradual shift.

Interestingly, researchers W. Chan Kim and Renee Mauborgne have identified, how tipping point leadership can work in organisations.

They say that tipping point leadership:

“hinges on the insight that in any organization, once the beliefs and energies of a critical mass of people are engaged, conversion to a new idea will spread like an epidemic, bringing about fundamental change very quickly.

The theory suggests that such a movement can be unleashed only by agents who make unforgettable and unarguable calls for change, who concentrate their resources on what really matters, who mobilize the commitment of the organization’s key players, and who succeed in silencing the most vocal naysayers.”

Kim, W. C., & Mauborgne, R. (2003). Tipping point leadership. harvard business review81(4), 60-69.

And as dancing guy illustrates, if you keep at it long enough, anything can happen.

Managing complexity: 4 techniques for complex problems

How can leaders deal with increasing uncertainty in organisations? This post provides a framework to help you with managing complexity in increasingly volatile times. Even before recent large scale political upheavals, the pace and scale of the change taking place all around us was increasingly disruptive for economies, businesses, leaders and individuals alike. We can … Read more

4 ways for managing complexity in increasingly uncertain times

Even before the covid pandemic, the pace and scale of the change taking place all around us was increasingly disruptive for economies, businesses, leaders and individuals alike. We can now add socially divisive policy, war and increased political and economic uncertainty to the familiar litany of 21st century challenges for organisations: technological advancements, demographic change, … Read more