Change and Innovation在线视频

Change and Innovation

变革和创新

Welcome back to the course Innovation and Creative thinking. This session will focus on Creative Problem Solving as a Method of Change and Innovation.

欢迎回到创新与创意思维课程，这节课的焦点是将有创意地解决问题作为变革和创新的手段。

No matter how innovative an idea is, it would not do any good if we cannot use it or put it into action. 

不论一个想法有多么创新，如果我们无法使用或不能付诸实施，它便不会有任何用处。

Creative problem solvingis an attempt to advance towards an outcome that is new, unstructured and open ended.It is particularly useful in solving ill-structured problem and identifying unknown solutions.

有创意地解决问题是尝试把结果推进成新的、非结构化的和可扩展的。它在解决结构不良的问题和确认未知方案时尤其有用。

This solution, if we put it into action, would mean change, for example, change of tool, change of ways of doing things, change of management.

如果我们将方案付诸行动就意味着变革，例如变革工具、变革做事方式、变革管理。

Change is therefore inevitable, but unfortunately growth is not. Creative problem solving must strive to make change productive and ensure change agents grow and prosper.

因此变革不可避免，但不幸的是发展并非如此。有创意地解决问题必须力图使变革富有成效，并保证变革推动者的成长和繁荣。

To this end, I am going to introduce to you a model of change.

为此我将向你们介绍一种变革模式。

John Kotter, a Harvard Business School Professor and a renowned change expert, in his book "Leading Change", introduced the 8 Step Model of Change which he developed on the basis of research of over 100 organizations which went through a process of change.

约翰·科特，哈佛商学院教授，也是著名的变革专家。在他的著书“引领变革”中介绍了变革模式的八个步骤，这是他基于对超过100所机构变革过程的研究而编写的。

The first step of the model is to establish a sense of urgency.We can identify and highlight the potential threats and the repercussions which might happen in the future. Through honest dialogues and discussions, we can make people think over the prevalent issues. 

这个模式的第一步是营造紧迫感。我们可以对在未来可能发生的潜在威胁和反弹进行明确和强调。亦可以通过真诚的对话和讨论使人们仔细思考这些普遍的问题。

Try to involve people in the industry, key stakeholders and customers on the issue of change as early as possible.

尽早并且尽量让业内人士、主要利益持分者及客户参与变革的问题。

The second step is to create an influential guiding coalition.We must identify the effective change agents and key stakeholders in the organization concerned. Together with them, we can form a powerful team.

第二步是建立一个有影响的指导联盟。我们必须确认在相关机构中起实效的变革推动者和主要持分者。和他们合作，我们才能组建一个强大的团队。

We need to regularly review the strength of the team to ensure that we have the necessary skill-mix and influence for the innovation in question.

通常我们需要审视团队的实力，来确保拥有必需的技能组合和影响力来进行创新。

The third step is to develop a vision and strategy. We must create the ultimate vision to help direct the innovation. The vision must be desirable, feasible, focused, flexible and communicable.

第三步是提出远景和战略。我们必需提出终极远景来助力引领创新。这个远景必须是令人向往的、可行的、有聚焦的、灵活的而且可以传达的。

To realize it, effective strategies must be developed and change agents must follow the strategies.

为了实现它，必须提出有效的策略，而且变革推动者必须遵循战略。

The fourth step is tocommunicate the vision.We must use every means possible to constantly communicate the new vision and strategies to all people concerned.

The messages must be simple and direct. Metaphor, analogy and example can be used to illustrate the key messages.  To ensure everyone is fully informed, multiple forums can be organized. 

第四步是传达远景。我们必须使用每个可能的方法不断地向所有相关人员传达这个新远景和战略。这些信息必须是简单直接的。可以使用比喻、类推和举例来解释相关信息。为确保每个人都充分了解，可以组织多种形式的讨论会。

Be prepared, we may encounter a give-and-take situation. It is a good way to demonstrate the importance of a two-way communication in the organization.

Try to handle the concerns and issues of people honestly with commitment.

做好准备，我们可能遇到交换意见的情况。它很好地证明了在机构中进行双向交流的重要性。

尽力如实地处理人们的担忧和问题，并作出承诺。

The fifth step is to empower broad-based actions that support the innovation.

We must ensure that the organizational structure and processes are aligned with the desirable vision and the innovation. 

第五步是允许支持创新的广泛行动。

我们必须确保组织结构和流程与创新及理想远景一致。

It is crucial that obstacles and barriers are removed to facilitate the change.  People who support the innovation in the process should be rewarded.

通过清除障碍和壁垒来促进创新非常重要。在这个过程中，支持创新的人们应该得到嘉奖。

The sixth step is to generate short-term wins. We can create short term wins to give a feel of victory in the early stages. It provides evidence that sacrifices are worth it. We gradually build up the momentum and keep stakeholders on board.

第六步是获得短期胜利。在早期，我们可以创造短期胜利来获得成功感。它证明了牺牲是值得的，我们会逐渐增强动力并能留住持分者。

With this, cynics and self-serving resisters would be undermined.  We can then further fine-tune the desirable vision and strategies.

说到这里，愤世嫉俗者和自私自利者可能会从中破坏。那么我们可以进一步稍微调整理想远景和战略。

The seventh step is to consolidate the gains and produce more change.We would continuously achieve improvement by analyzing the success stories and experience individually. This improvement would lead to further changes.

第七步是巩固收获并产生更多变革。我们可以通过分析成功故事和个人经历，实现持续完善。

The last step is to anchor the innovation in the culture. This can be accomplished by discussing the successful stories related to the innovation on every given opportunity.

最后一步是将创新扎根于文化中。这可以通过抓住每一次机会讨论和创新有关的成功故事来实现。

Make sure the change becomes an integral part in the culture and is visible in every organizational aspect.

确保变革成为文化的整体部分，而且在机构的每个方面都显而易见。

Most importantly, the support of the existing leaders as well as the new leaders are seen to be continuing.

最重要的是，现任领导和新领导的支持是连续的。

Kotter’s model is easy to follow. It provides a clear guidance on the entire process of bringing in innovation in an organization. The emphasis is on the involvement and acceptability of leaders and stakeholders. Have a go! 

科特模式很容易遵循。它为机构引入创新的整个过程提供了清晰的指引。重点是让领导者及持分者参与和接受。嘗试一下吧！

Thank you and see you next time!

谢谢，下次见！