John P. Kotter's Leading Change

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.

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.

In any organization, the manager wears many hats. Their responsibilities go beyond just managing a group of people. On top of managing, they have to be communicators, coaches, and advocates, just to name a few of the many hats. Part of being an effective communicator includes reporting and implanting changes that may come down from upper management. Change can bring out many emotions in people, like anxiety. How a manager handles the change and implements it within their department can either make their people feel good about it, or heighten their concerns ("Managers And Supervisors: Importance And Role", 2014).

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,

In the reading by John P. Kotter he wrote an article that said managers and leaders are they different? What caught my attention about this reading is when I was reading open secret papers, things I seen said to me that as clergy we need to be both managers and leaders, why? Because as clergy we must promote stability, and press for change how so? We preach the word of God so our congregants are stable, and we press for change in our church for whatever is not working. Can I press this a little more for example when a ministry is not pulling its weight we have to press for change some time that leader of that particular ministry, As clergy we have to move in this aspect of leadership and this make for good pastoring as an art.

While looking at the two sets above in comparison, although Kotter’s has one extra step both sets is a technique for change. Sollecito & Johnson says the “characteristics include relative advantage, compatibility, simplicity, trialability, and observability” which applies to both sets (p 55, 2013). Berwick’s set deals with the innovation of CQI that has trust leadership, and reinvention as the essentials. It’s these ingredients that allow for the evolution of industries around the world with the focus on leadership, teamwork and the “constancy of purpose.” When looking to have a culture of excellence, the two approaches have to implement successful CQI initiatives which include elements of communication, empowerment and feedback loops to produce

I just finished reading the book “Leading Change” by John P Kotter. If you happen to be a part of a church or organization that is wanting to move forward, I highly recommend this read.

Dr. John P. Kotter is a New York Times best-selling author, award winning business and management thought leader, business entrepreneur, inspirational speaker, and Harvard Professor. He is known for his great works on leadership and change. He owns a company, Kotter International. The ideas and works that he has produced has helped people around the world who would look to relocate from place to other or from one organization to other.

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

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

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.

Implementing a change management program at Kudler Fine Foods will assist management as they seek to appropriately control the change within their organization (Leban & Stone, 2015). The change management program’s main purpose is to ensure that upper management employees accept and understand the types of changes that are needed to maximize the profits and efficiency of their

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).

When it comes to organizations, change is constantly occuring. Managers are accountable for preparing the business, in addition to helping the employees cope with the change. The purpose of this paper is to highlight an organization and to diagnose the need for change and present a plan to transform the company, using Kotter 's 8-Step Approach. The following topics will be covered in this paper, company overview, diagnosis, Kotter 's 8-Step Approach, and Conclusion.