Map
Framework

Jick's ten steps for implementing change

The question it answers

A project director handed a big change that has already been approved: what must be done, from analysing the need to reinforcing the result, for it to take hold in the organisation?

Origin
Jick, 1991; Kanter et al., 1992; Mento et al., 2002
Diagram type
Process by phase
Level of analysis
Firm
Topics
Change management
Clay steps with a looping glass arrow, icon for change management

Diagram

Jick's ten steps for implementing change

  1. Ten steps
  2. Analyse the organisation and its need for change
  3. Create a shared vision and common direction
  4. Separate from the past
  5. Create a sense of urgency
  6. Support a strong leader role
  7. Line up political sponsorship
  8. Craft an implementation plan
  9. Develop enabling structures
  10. Communicate, involve people and be honest
  11. Reinforce and institutionalise the change

Pitfalls

Pitfall

Running the ten steps as a one-off tick list. According to Mento et al. (2002), Jick treats implementing change as an ongoing process of discovery, part art and part science, and change as continuous rather than a discrete event.

Sources

References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Jick, T.D. (1991) Implementing change. Boston, MA: Harvard Business School Publishing (Harvard Business School Background Note 491-114).No DOIstore.hbr.orgSource page
  2. Kanter, R.M., Stein, B.A. and Jick, T.D. (1992) The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It. New York: Free Press.No DOISource page
  3. Mento, A., Jones, R. and Dirndorfer, W. (2002) ‘A change management process: grounded in both theory and practice’, Journal of Change Management, 3(1), pp. 45–59.doi:10.1080/714042520Source page