Implementing Change : Kotter 's 8 Step Approach

The Leadership at Microsoft has evolved from an innovative driving force of the technology industry into a force opposed to effective change by becoming the personification of an obstacle. Five ways that leadership can present barriers to change are for them to be disengaged, falsely urgent, complacent, lopsided, and siloed (Kotter, 2015). Overcoming these types of obstacles and following fundamental change practices are the only way to implement and efficiently manage change in an organization regardless of the size.

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.

Aubrey Malphurs rightly observes that comparing to other periods of time in history, the larger part of the world is bursting with change; accelerated, tremendous transformation. He calls it megachange. As expected, influenced every organization – enterprise, politics, school house and of course the church.

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change pr

In your post you wrote ““It is very tiring and demanding to support change and it requires a leader who is able to confront the precedents and preserve against habits and norm of recognized behaviors. I agree, in my previous workplace, we experienced change so much everytime the nurses saw me coming around they would hide in the patient room. as a manger we would always have a new team huddle or initiative that require taking them away from patient care. Healthcare organizations must develop better strategies for timing of change initiatives. I was pondering where John Kotter framework of change would be on what initiate and what time is best for change. According to Mate and Rakover (2016), state changes should be to ‘eliminate daily hassles,

Throughout history, the world has seen it fair share of leaders across the globe, from resilient presidents to evil dictators. When the word “leader” is thrown around, the names Barack Obama and Martin Luther King Jr. are often used as its definition, but a leader is rarely so cut and dry. A leader defines itself, blazing its own path and helping others follow the lead. This thought can be demonstrated in Thomas Edison. A true leader in his field, Edison transformed the world we know today and how it came to be. The humble light bulb, taken for granted in the modern age, was once revolutionized by Edison, who innovated the design to make the bulb burn brighter for longer. He was responsible for the most primitive assembly line, but it did not produce cars or consumer goods, it produced ideas on a consistent basis. Edison is often credited with the discovery of the research lab, which applied the principles of mass production to ideas and employed large scale teamwork. Throughout his life, Edison would often fail, but would always have the creativity and persistence to solve the next problem placed in his lap. He wanted to make a change in the world and without that will power, the United States may not be as advanced as it is today. A man of extraordinary character and strong leadership, Edison is an excellent role model to follow as I pursue a career in engineering. Thomas Edison and myself both possess the characteristics of persistence, creativity, the will to make a

Organizations must respond to their internal and external environment. Therefore, organizational success heavily relies on leaderships ability to manage change. Unfortunately, many leaders struggle to effectively lead change initiatives. In fact, Ashkenas (2013, para. 1) reported 60 – 70% of organizational change initiatives fail to meet their objectives.

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

Businesses have to adapt to the ever-changing economy. It is not much of a choice for business leaders to change elements of their organization to stay in competition with their peers. The hardest part, most of the time, is changing the people in the organization to develop the necessary outcome or goal. As a business leader getting rid of people or changing their job specifics is one of the many responsibilities they have to be comfortable performing. Organizations have to take into consideration their competitors, customers, shareholders, employees, and the community to make decisions. Change is an aspect that many people are afraid of. In the new millennium, organizational leaders have to embrace

You made a great point about all health care teams being on board with implementation of a research finding and the changing process. The Kotter's eight steps to change actually addressed this issue. The step two talk about building a guiding coalition and it addresses the issue of bringing everyone on board. However I see how difficult it will be to convince Physicians to adhere or follow a nursing intervention or a nursing research finding. What do you

Once a quality improvement plan (QIP) has been developed and evaluation methods determined, a plan for implementing the initiative must be created. An action plan is a series of steps and timelines that will ensure a QIP is implemented successfully (Desjardines, 2011). The purpose of this paper is to outline an implementation plan for the QIP of reducing the rate of worsening pain in the elderly with dementia and other forms of cognitive using a nursing education strategy in the Veterans Centre (VC) at Sunnybrook Health Sciences Centre.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Competitive imperatives of market forces and customer demands in today’s environment have led to the emergence of less hierarchical and more flexible organisations (Doyle, 2001). In working towards this paradigm shift, a distinction and clarification of the relationship between leadership and management in the change process needs to be addressed. According to Caldwell (2003), change leaders are executives or senior managers at the very top of the organisation who envision, initiate or sponsor strategic change of far-reaching or transformational nature by challenging the status quo, communicating a vision that employees believe in, and empowering them to act. In contrast, change managers are usually middle level managers and functional

The purpose of this research paper is to perform an analysis of General Electric as it became one of the world’s leaders in global expansion in light of new leadership strategies. I will further discuss how since the establishment General Electric through the merger of two innovative companies, Edison Electric Light Company and Thomas-Houstan Electric Company. And how different leadership styles and management styles has made GE one of the most innovated company of our time. General Electric was incorporated on April 15, 1892, by Thomas Edison, is a diversified infrastructure and financial services company. The products and services of the Company range from aircraft engines, power generation, oil and gas production equipment, and household appliances to medical imaging, business and consumer financing and industrial products. The Company operates its segments through its eight businesses, based on the markets they serve: Power & Water, Oil & Gas, Energy Management, Aviation, Healthcare, Transportation, Appliances and Lighting, and GE Capital. The Company operates in approximately 175 countries. It was in 1878 where Thomas Edison founder the Edison Electric Light Company. It was at this time where Thomas Edison invented the incandescent electric lamp. Edison succeeded in developing an incandescent lamp able of staying lit for 40 hours. In 1880, Edison refined the filaments in his bulbs to the point that they lasted 600 hours. In 1892 Edison General Electric merged with The