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

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

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.

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

Next, you need to develop a vision and strategy for your team. This will involve determining the idealized, expected state of affairs after the change is implemented. Because change can be confusing this will help give a since of organization.

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.

When a change needs to take place, top management must foresee and do something about it before it is needed; this is a leader’s most critical competency. The growth of a company is predicated on transformation at least several times throughout the lifespan of the business. The change will not happen overnight; therefore, an appropriate pace is necessary, not too fast and not too slow. The leadership team must be meticulous, and simultaneously, the employees must be well-prepared for change. Indeed, the changes must be well thought out to provide stable contingencies (Gleeson, 2016).

The third step is to create a vision for change, it is important to define the initial value which is most prominent to this change. By creating a short paragraph which summarises the main points that should be seen as “the future of your organisation” https://www.mindtools.com/pages/article/newPPM_82.htm by generating a plan of approach for this change, it will help when boosting this vision throughout the organisation.

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.

This isn't only an issue of exhibiting people poor arrangements experiences or examining extended contention. Open a reasonable and influencing trade about what's happening in the business focus and with your restriction. If numerous people start examining the change you propose, the urgency can build and devour upon itself.

There are several models of change which may be used to examine the case, Kotter's 8 stage model is one of the best known (Stamm, 2010). This is a model that has stages which traverse the entire process, starting with preparation of the change. The first stage is to create a sense of urgency for the change to be implemented; this will require communicating with the employees in an honest manner so they understand why the change is needed (Stamm, 2010). This is more than

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.