Kotter's Change Process Analysis

to change the very foundation of the mindset of both the existing organization and the new

Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

Planning the change – Ensure that all research has been completed; examine the organisational structure, job descriptions, and performance and compensation systems to ensure they are in line with the vision.

Music has been an important part of my life. Music has been my best friend in ups and downs of my life and to get me where I am currently in life. Music has helped me control my anger issues. One song, which has helped me stabilize is Marshall Mather’s aka Eminem’s “Going through changes” which was released in June 2010. That song is important to me, because I would listen to that song whether I would be angry or content.

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.

In the first step, for change to happen everyone in the organization should want it. Although this step may seem difficult, it is best that members of the organization have open dialogue on the change they desire to see. For example, at Cornerstone we have quarterly focus groups to address issues and opportunities that may arise. Some of the topics that were discussed at our last focus group meeting was updated technology and cross-training opportunities for employees. Being able to discuss our issues as helped streamline several projects and consider many opportunities for the credit union. Although employees offer excellent suggestions for change in an organization, management must be willing to buy into your ideas. Kotter suggests, “spend significant time and energy building urgency, before moving onto the next steps. Do not panic and jump in too fast because you don 't want to risk further short-term losses” (Mindtools, 2016).

The second step is to form a powerful coalition. This step requires strong leadership of someone that can take the bull by the horns and build a team of key people that work together to build momentum for the need for change. The third step is to create a vision for change. This step involves help of the coalition to spread the vision to others as part of the strategy to execute it. It should be short, sweet and to the point. Your vision speech should be strong, clear, and practiced. The fourth step is to communicate the vision. It is important to apply your vision to all aspects of the business which may include company newsletters, banners, or throughout the

* In third step, I build a strong vision to assist the change efforts and also develop a plan to attain the stated vision.

Harmswell might rethink his attitude towards constant improvement and give her more freedom to have a positive impact on the organization.

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 second recommendation would be to synthesize all available input from all possible sources- internal and external and create a strategic vision that will help the company see where they need to make changes and how those changes will help the growth of the financial.

In every change, there are bound to be obstacles. The first four steps encourage employees to accept changes. To further support change, obstacles that obstruct the way to attaining the vision should be eliminated. If the obstacles happen to be an employee, the organisation may well have to decide the option available or sever the relationship with the individual.

The first thing we will examine if the principle of goal setting and how it is applied is this case. Goals give an organization a vision and a direction in which to move. Goals setting by organizations can lead

Your third task should be to combine step 1 and step 2 and implement your plan. The more you will work on it, the more you will see things start coming into place. Now, throughout the