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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 pages)
close this folderTraining II
View the document(introduction...)
View the document94. Prepare your staff for change
View the document95. Learn from the experiences of others
View the document96. Seek out new opportunities
View the document97. Getting a new idea adopted
View the document98. Practice managing change

97. Getting a new idea adopted

[References - 80]

Managerial courage is the expression of ideas that are different from the current consensus.Harvey A. Hornstein, Management expert

Harvey Hornstein studied 200 US and Japanese firms and identified five guidelines for successfully introducing new ideas:

  1. Watch your focus. Stick to business issues, or frame your concern as a business issue. If you focus on changing the performance of superiors, subordinates, or ethical issues, your chances of succeeding are poor.
  2. Watch your credibility. Your credibility is in your area of expertise, so changes you propose should be in your area of expertise.
  3. Be direct. Don't rely on long, drawn-out procedures, memos, letters, reports, to promote the change. Act directly, speak to people directly.
  4. Create supporters. You aren't likely to succeed without support. Meet with people who will be affected by the change and enlist them as part of your team.
  5. Timing is everything. Change is more likely to be acceptable if it addresses a problem that currently affects people. If there is no problem, they will not see any value in change for change sake.