John Kotter Leading Change

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.

Kotter’s 8-Step approach to transformational change begins with creating a sense of urgency. Creating a sense of urgency involves examining markets and competitive realities and identifying and discussing crises, potential crises, or major opportunities (Weiss, 2012). At its peak, Microsoft was at the forefront of computing technology. This position led to “overnight millionaires” that eventually skewed the perspective of the once eager employees. Long time executives ended up letting new employees handle everything while they waited for the next windfall. Instead of continuing a momentum of innovation, they [Microsoft] had allowed themselves to reach a plateau while the competition past them by. Innovation gave way to employees

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

Managing Change: The Art of Balancing“ by Jeanie Daniel Duck [1] came out in the Harvard Business Review in November 1993. It is an influential article, one that has been cited 437 times until date. Duck draws upon her years of experience as a Vice President in the Chicago Office of the Boston Consulting Group and of running her own consulting firm that focused on the emotional and behavioral impact of change on corporate performance. She can be safely called both, a management consultant as well as an organization development consultant. Presented below is a summary and key points of the article supplemented by examples, views and facts gleaned from other sources as well.

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.

Organized Change Consultancy. (2010). Re-engineering and TQM: Approaches to Organizational Change . Available: http://www.organizedchange.com/village.htm. Last accessed 2nd January 2014.

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

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.

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

The following critique is written for the reflection review of change management. The report proceeds with a review of each question that was assigned as well as presents a brief exploration of my experience and ideas that were acquired from taking change management classes.

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

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

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 this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.