Embrace Change, Not Resist It

Foreword by Spenser Johnson: One the surface, the story of this book appears to be a fable that is relatively easy to grasp, but it does subtly impart an invaluable lesson on change. The book covers John Kotter’s Eight Steps to bring about successful organizational change and can be equally useful for a high-school student as it is for a CEO of a multi-national organization.

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

This course has taught me a lot in terms of initiating and managing change, and Kotter’s eight-stage process is a very useful approach when it comes to making changes within an organization. This course has helped me strengthen my skills in overcoming barriers that tend to get and make it difficult to

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the

Change is inevitable. Changing is not always welcomed but it is necessary for organizations to maintain their place in the world. Successful organizations thrive because they have a vision, a mission

Upon researching about change in an organization, I was able to view it in the ways of Kotter’s Theory. No matter what we do, there will always be change. Change can always create either a negative or a positive outlook. Kotter’s Theory stages can help leaders to prepare for change. If we take a good look at the stages in apply them to our everyday life, we may be able to change the atmosphere of the business through building better team support, creating a trusting relationship between employees, parents, and leaders, and by having a support a better vision, goal, and mission set.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

As this section represents a substantial portion of the book, his work, and is the theory with the greatest number of implications, it is important that all eight steps are accurately portrayed in this section of my paper. Kotter outlines his vision for authentic and transformational change through eight steps. His first step is to foster a sense of urgency in the employees around the need for a change to the current state. This helps initiate the motivation necessary to begin the change process. He suggests that this can be accomplished by identifying possible threats, openly discussing opportunities, and giving people the chance to ask questions and get involved in the initiative, which helps build their investment into change. The next of

A change in management according to a survey conducted a few years ago remains one of the biggest challenge facing firms (Bohlander and Snell, 2009). In my case, I was replacing an individual with whom team members had already established close rapport. Matters were further complicated by the fact that our leadership abilities were not identical. Our priorities could not also match. During the very first days, I had to contend with significant resistance to change. To ensure that the team did not fall apart, I had to develop strategies for dealing with the said resistance to change. I learnt that to effectively manage such resistance, one has to first identify and address the reason(s) for the said resistance. Next, I also learnt that the relevance

John Kotter, the author of the well known book “Our Iceberg is Melting: Changing and Succeeding under Any Conditions “, taught for more than thirty years at Harvard Business School. Kotter could be considered an expert in the field of business with his many years of experience. After retiring from teaching, he then founded Kotter International and has spent his time assisting others in the area of implementing changes. He, like many others before him, observed the challenges that many businesses, organizations, and other institutions faced when trying to make changes. Over the years he observed that changes are not easily implemented or accepted because people in

Change happens in all aspects of life. Leaders view change as being good most of the time. An organization can’t move forward without change. This paper will discuss how leaders can use levels of change and the steps of Kotter’s change model to implement change. It will also give a Christian worldview as it pertains to the topics. Leader must learn the language to effectively communicate change. This will give managers an advantage and help demonstrate the vision for the future.

In order to survive and prosper in a rapid changing environment of business world, organization is often required to generate fast response to changes (French, Bell & Zawacki, 2005). Change management means to plan, initiate, realize, control, and finally stabilize change processes on both, corporate and personal level. Change may cover such diverse problems as for example strategic direction or personal development programs for staffs. In this

To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case: