A Comparative Analysis of Business Models Utilized in the Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management

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A Comparative Analysis of Business Models utilized in
The Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management by Ivancevich, Konopaske, & Matteson

A Comparative Analysis of Business Models utilized in The Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management by Ivancevich, Konopaske, & Matteson

Introduction
What is change? Change is ironically one of the very few consistencies in life. Yet we regard change as an aberration or a brief disruption, in a paradoxically ever so changing world. It is not a mystery then that the sum of all stress can be attributed to change, e.g., changes at work, changes in finances, changes in the family structure, etc. In light of this,
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A team on the other hand, is a mature group where cohesion facilitates interdependence among members (Ivancevich, et al, p. 277), but more importantly, Kotter and Cohen feel that teams develop a level of trust via the interdependence, that is not present in the common group. This sense of trust is what makes just a group of people a team (Cotter and Cohen, p. 50).
After the team is formed they can start developing the vision for the change strategy. This is stage three where the goal or urgency is set into motion. Cotter and Cohen outline four elements that may define this stage i.e., budgets, plans, strategies, and vision. Cotter and Kohen report that in this part of the process the four elements are delegated and not accomplished by just the team itself. Utilizing others in the change process may be critical in not just for providing information used in the process, but helping with creating the right process (Cotter and Kohen, p. 68).
Ivancevich, et al, although discuss’ teams in several other chapters, their perspectives on the use of teams in the change process are not completely aligned with Kotter and Cohen. From this point forth regarding organizational change efforts Ivancevich, et al, emphasizes structural approaches, task and technological approaches, people approaches, multifaceted approaches and appreciative inquiry as there steps to change. The concepts, however, could be

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