Introduction. Thesis Statement: . The Katzenbach Center

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.

It requires a behavioral change to make any transformation successful. For example, the change is more than the structure and the functioning of an organization. It requires a behavioral change to make any transformation successful, and that is never without difficulty. John Kotter’s 8-step change model comprises eight overlapping steps. The first three are all about creating a climate for change. The next on engaging and enabling the organization. And the last, implementing and sustaining change. Kurt Lewin's curiosity in groups directed his research to concentrate on issues that affect behavioral change, and the three stages needed to make the change successful: unfreeze, move, make and

Once implementation is under-way the results of the new change to systems and structure must be under constant observation. Change never looks exactly like the expectations of the strategic plan and affected individuals will not always respond as expected, either. Leaders must examine and evaluate target objectives revealing if change is reaching desirable results for the organization.

You have probably heard the saying “Change is hard.” This statement is true for organizations as well as for individuals.

Rhonda I totally agree with you, changing an organization’s culture is difficult and consuming. I work in a Military Service Academy that embraces culture into the fabric of the organization. Therefore, from where I sit change can only occur if you remove an entire generation and start from crash. This approach is of course impractical; no organization will clear out an entire force to start from scratch. Therefore in order for change to become apparent it “sticks when it becomes “the way we do things around here,” when it seeps into the bloodstream of the corporate body. Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed.” (Kotter, 2009) One

To understand what causes change fatigue, it can be helpful to understand the inherent limitations humans have to adapt to constant change. Constant organizational change alters expected workloads, leading to unpredictability and stress for employees (Johnson, 2016). Persistent exposure to stressful stimuli can disrupt recall, memory processing, and long-term

Why are change initiatives so difficult. Many times People 's reaction to change relies upon their understanding or idea about change . Furthermore, according to their perception it is in their advantage they do not have any problems with accepting it . If it is unimportant or irrelevant to them, they have an attitude of unbiased towards change. If they tend to believe there is some kind of loss to them, they react to it. Moreover, the loss can be concerning their direct value or it can be concerning them having to make some changes in the way they tend to work or adjusting/adapting a different technique of doing the same. Hence, change initiatives are at times

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.

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.

It is important to change various aspects of organization culture when trying to institute change in organizations (Kavita, 2005). The aspects that such changes should target include the balance of power in the organizations, the organization structure that supports the framework, leadership and management styles. Organizational history is also very critical, especially if it has a progressive track record success. However, if the culture despite the changes remains aligned to the organization goals and mission the employees will adopt it and embrace change.

When it comes to cultural change, the most important single element of success is leadership. As the head of an organization or a team, you cast a powerful shadow of influence over your peers and employees. This means you must model the behavior, attitudes, and values you want represented within the organization. When people see you making an effort that will make them want to follow suit.

The Katzenbach Center survey success was based on organizational change initiatives not just the participants response, many people argue. In this paper, I propose to prove participants who took the survey were in fact of sound mind, and effective to get the right responses as a result. The percentages of participants who took the survey says a lot about the change task they underwent effectiveness and failures.

However, people will not get out of their “comfort zone” without being motivated. This leads to the second error by leaders, which is not creating a powerful enough guiding coalition. Regardless of the size of the organization, the change effort should continually grow to include more and more people who believe that the changes are necessary (Kotter).

Change must be introduced effectively and efficiently to ensure those affected adapt and so that the benefits of the change are fully realised. Change management involves “identifying and resolving potential problems that we anticipate – risk management” (Young, 2014). During the three stages below the following needs to occur to permanently secure the benefits of change:

Change is an ever present feature in the life of an organization. People make change, which can be in any forms and sizes, to improve the organizational effectiveness and efficiency.