Kooter Model On Leading Change

If the change in behavior of one individual is a natural act results from internal transformation and external influences, then cultural change is an inscrutable mystery. Which factor is influential enough to cause a change in a society composed of individuals with different thoughts? There is no definite answer to this question, because there never exists one solid element that changes an entire society. There is always a combination of reasons behind such changes. However, there is always one solid factor which is present that makes culture change. In “The Power of Context”, Malcolm Gladwell describes how the crime rate suddenly “went into a precipitous decline” (151) due to changes of “the smallest details of the immediate environment” (155). On the contrary, in her text “An Army of One: Me”, Jean Twenge discusses how society systematically built Generation Me, a cultural change that happens gradually over decades. Although Gladwell and Twenge’s arguments concerning cultural change seems contradictory, they both consolidate one essential factor that makes culture change- an active assertion of change made by an individual or a group of individuals. Therefore, active attempt of change is an important cause of cultural change. Such assertiveness helps to introduce the change in the first place and makes it noticeable in the perspective of society, While it influences people’s mentality when behaving and making decisions.

“If we understand change better, we will be able to influence (but not control) it for the better” (Fullan, 2014). When change in a culture is in effect, the organizational culture tends to be unsettled. This may seem like an inopportune time for our staff to be unsettled, but this is the best opportunity to identify and create breakthroughs (Fullan, 2014). When analyzing the structure for a change initiative, strategic planning must first take place. What problems are foreseen or obvious? Are there

I am an outsider looking at the organization as an insider due to commanding one of the battalions in 4th ABCT. This strength is also a weakness that can lure me into a false sense of comfort in a time where action is desperately needs. Since my departure the unit has conducted a deployment to Afghanistan and is in the final stage of the reintegration. My brigade is suffering from a lack of mission commitment as a result of several different missions and minimal leadership involvement. In developing a new path for the 4th ABCT the key is to examine the problem, then develop a new vision, and finally use the Kotter’s “8 Stage” Model to anchor lasting improvement to the organization. This situation presents an opportunity to my command to customize the unit to meet its challenges in the future.

The 4th Armor Brigade Combat Team (ABCT) has undergone significant changes in the past three years. The brigade was once one of the best maneuver brigades in Forces Command (FORSCOM) but is now riddled with issues ranging from lack of a clear vision for the unit to low morale, and ethical concerns. As the incoming Brigade Commander, I have had 30 days to assess the unit and review historical information and an evaluation from the Centers for Army Lessons Learned (CALL). The most critical leadership problem in the 4th ABCT is the lack of a clear vision for the unit. I will use Kotter’s Eight Step Change Model and the Seven-Step Vision Process along with Kotter’s Eight Step change model to establish goals and implement organizational change. By implementing change using Kotter’s model and the seven-step vision process, I can alleviate some of the underlying morale and ethical issues while providing a picture of the future.

Creating short-term wins is Kotter and Cohen’s sixth step in the change model process. Short-term wins are especially effective during a long and involved change initiative. When a team focuses on tasks that enable quick, visual, and meaningful achievements during the change process, it shows employees that progress is being made and builds momentum to continue the change effort (Kotter & Cohen, 2002, p. 123). In addition, short-term wins reward employees for their hard work, build confidence in the change effort, validate the vision and strategies of the change leaders, and demonstrate to change resistors the positive effects of the change (Kotter & Cohen, 2002, p. 125).

First of all, a great post and a good application of the Kotter Change Model. The things that I really liked about this model is its emphasis on coalition and sharing a vision. It is challenging to bring change in the status of quo and I firmly believe that changes is not a one man task. It is important to have a group with similar vision and interest for successful implementation of a change. Hence, the potential agents within in your unit should be identified and communicate with them so that they can adopt your vision. I think you mentioned about managers, physician leader, unit council, and volunteers. All these individuals could be potential agent of change and help you achieve your goal. However, there will always be the group who will

Transformation leadership: not for the warrior discusses that the two concepts, transformational leadership and warrior ethic, are unable to coexist. It deliberates on three fundamental differences between the two concepts; change vs status quo, individual empowerment vs conformity/subordination and follower development vs absolute control. Finally it examines four transformational factors, using examples of warrior leaders results, and concludes that in order to ensure combat/mission success, absolute control must

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

To identify, my change process in my project plan I will use Kotter’s eight stage change management process. First, the sense of urgency in my project is to keep inspiring my team to make sacrifices to help make the change in guiding my sister in a healthier eating habit. Second, I have selected my parents as team members to help carry out my sister’s change for a healthier diet by developing supporting strategies like printing off words of encouragement for them to use to help keep her motivated. Third, I had elaborated the clear understanding of what the change in a healthier diet for her is all about. Henceforth, a balanced nutrition is an important part of leading a healthy lifestyle by helping to reach and maintain a healthy weight, reduce

Creating lasting change requires personnel at all levels of the chain of command to challenge their beliefs, or interpretations, of why this change is beneficial and necessary to the Special Warfare community. These beliefs shield them from the reality that a change is necessary and that they will need to be part of that change. Heifetz et al. (2009).

Kotters 8-Step Change Model is an extensive guide that helps businesses as they try to implement change throughout the business successfully. The first step is to create a sense of urgency; the company will not accept this proposed change unless there is a motivational force to start this process. There are many ways to spark an interest of this change, to begin with start by recognizing any possible issues that may occur within the change, whilst this is occurring it would be extremely beneficial to create situations and study the chances within the situations. To get the support from fellow workmates, it is best to start conferences that give definite reasons which will get the business thinking. For an even better response, call on provision

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.

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.

The stability of the culture is never final , but inherently precarious and subject to change.

To understand why change has proven to be so difficult, we need to deconstruct the cultural, power, and structural elements within a society. These are key sociological concepts used to discuss complex societal issues. Culture explores why things are done the way they are, and why people act the way they do. This provides a basis for determining what society considers “real” and “normal”. This concept is crucial when analyzing the difficulties to change because it determines what values we should support, and what ideologies should reject.