Kotter's Eight Step Plan - Orginisational Change

The role of vision and power is very critical in the establishment of a planned change. Although the role of vision in planned change is very different from that of power, they both influence the course of events in planned change; ultimately leading to a positive outcome if carried out properly. During the process of implementing planned change, a leader needs to recognise the need for a change, outline the goals and objectives needed to achieve the change and if possible, have a set date of when the goals and objectives are to be met; as this makes the vision clearer and more focused. Surely, a vision which creates a clear idea of what the group would achieve in

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.

Second, you need to create a guiding coalition. Put together a team or group with enough power to lead the change.

In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the

Change is difficult because all organizations cultures, structures, mission, and values are unique. As a result, there is not a “blueprint” that leaders can follow to ensure change initiative success. However, understanding the conditions that promote successful change processes is critically important for leaders. If employees do not support

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

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.

You also must form a powerful coalition and create a vision for change. This begins with strong leadership and effective communication skills in order to communicate your vision. Another step in the process is to remove obstacle or barriers that may block or prevent change from happening. You must also motivate the team along the way by creating short term goals, building on change and anchoring the changes in corporate culture. Kotter put an emphasis on step one which is creating urgency for change. You must be convincing and open when presenting this change to your team to gain their support. It is important to give scenarios, show the benefits of making this change and the drawbacks of not making the change.

* In fifth step, I try to remove all obstacles to change and encourage to team member for taking risk to achieve stated vision of change

Kotter’s step 2 of building a powerful coalition is often combined with step 3 of getting the vision right as organisations bring senior and middle managers as well as employees together with a shared vision for the organisation. Participation and involvement from all levels of the organisations in building a successful coalition not only acts as a motivation for employees to support the change effort by reducing resistance but also facilitate a creation of a good vision that will help to clarify the direction in which the organisation needs to move and the strategies in achieving these desired vision (Armenakis & Harris, 2009). Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organisation in the wrong direction or nowhere at all (Kotter, 2007).

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.

When changes are inevitable, the leaders usually design some adequate steps to make the change go smooth, effective and permanently. Kurt Lewin argued that successful change in organizations should follow three steps:

motivation for the employees to take part in this change. Unfortunately, this vision did not

Although there always seems that issue that initiative to begin that change or ask for help to create that change, but after learning the different theories and techniques I understand how I can help create change for organizations in the future.

First step within the change process is to create a climate of change for the employees. Not just for the sales associates or for the leadership staff that it affects, but for the entire organization. It is essential that the entire organization is aware of the impeding change, even if they are not directly affected by it. By creating a climate of change for the entire organization it aids in producing a climate of understanding for any delays or frustration caused by the change.