Our Iceberg Is Melting : Changing And Succeeding Under Any Conditions

After understanding the need for change, enlist a powerful core team from stakeholders to carry out the changing plan is critical. Mapping stakeholder can identify the resistance and supporter for the change. There are usually four categories: Champions who lead the change; helpers that encourage change; bystanders that stay with a neutral towards change and resisters that resist the change. Bystanders usually take a predominant position in most organization and so does GlobalTeach. It is important to focus the change effort towards bystanders in order to gain their support to change. After mapping stakeholders, it is time to identify the change agent to lead a core change team. Jennifer Smith should be the leader in this core change team as she possesses all the four characteristics of being a strong leader: motivating her audiences through enthusiasm and confidence in success; the ability to

Having the responsibility to complete this assignment, I felt like it was up to me if the change project was going to be effective or not. Although, at times I felt like the staff was not 100% happy with my project, I knew it was necessary. I believed in myself and two leaders in the unit gave me this project. Taking the role of a leader for the unit was a huge challenge for me. Lundy, V., & Morin, P, stated that when change occurs, a series of events and reactions follow,

Both the authors Dan Health and Chip Heath did a very good job in engaging the mind of the reader. The steps and guidelines described in the book are very simple and easy to follow. The authors used various illustrations and simple reference mental models to which the reader can easily associate himself with .As an individual level or an organization level every one seek change at some point in our life. The change aspect can vary from being simple to complex but, making the actual change is usually very difficult.

To avoid these hazards and capitalize on the opportunities the companies of today need to become stronger competitors. To become the 21st century organization that will succeed some of the transformations needed include reengineering, restructuring, quality programs, mergers and acquisitions and strategic and cultural change. Useful change is often associated with a multi-step process that creates power and motivation significant enough to overwhelm all the sources of inertia and driven by high quality leadership and not just management. Kotter states that the eight steps required to produce successful change are; (1) Establishing a sense of urgency; (2)Creating the guiding coalition; (3) Developing a vision and strategy; (4) Communicating the change vision; (5) Empowering broad-based action; (6) Generating short term wins; (7) Consolidating gains and producing more change; (8) Anchoring new approaches in the culture. Kotter goes on to suggest the first four steps in the process serve to defrost a hardened status quo, steps five to seven introduce new practices and the last phase grounds the change in the corporate culture. It’s important to go through all of the steps in sequence however normally one operates in multiple phases at once. To skip a step or get to far ahead without the establishment of a solid base will almost always lead to problems. There are

A useful concept that John Kotter provides is empowering people to effect change. I have understood that effective change is harvested in the purpose organizations serve to establish. This empowerment derives from the ability to communicate a vision that initiates a sense of purpose and action. I understood that maintaining a purpose for change is imperative in organizing the structure and cohesiveness of dyads and individuals. It is essential for me to analyze my values and core culture to the relevance and alignment towards changes. If I do not position my intent to the organization’s interests and objectives, I may be unable to deliver effective change models and patterns. I would like to implement powerful conditions and alliances to support both the organization’s mission and the individuals’ collective visions.

Normative textbooks on how to manage change usually contain a significant discussion on the importance of communication during change, especially in a setting that is characterized by ambiguity and uncertainty (Kotter, 1995). Change recipients are meaning-seekers, and actively attempt to make sense of the changes being implemented by trying to guess the true motives behind the change and how this change will affect personal values and goals (Weick, 1979; Isabella, 1990). One of Kotter’s (1996) key steps in his eight-stage process of creating major change is communicating the vision and is a helpful tactic to overcome ambiguity and assist sensemaking. He emphasizes that every possible vehicle should be used to constantly communicate the new vision and strategies, and that a guiding coalition should role model the behavior.

In his book Kotter proposes eight stage process that could help organizations that are looking for change. Discussion The Eight important stages of change by John P. Kotter Stage one: Establishing a Sense of Urgency In this stage Kotter shares business stories of successful companies that increased urgency to spark a change.

The world we live in today is ever changing at a pace that is unlike anything that has ever been seen in society. Technology, operational process, organizational production and leadership are all impacted by the rapid pace the world is moving. Where change has become the norm for organizations to sustain their success and existence. Organizations need a combined approach to instill systematic, constructive change and minimize the destructive barriers to change, as well as addressing the consequences of making the change. The Kotter and Lewin change models provide different plans for leaders to utilize for implementing change within organizations. They have similar steps and just as many different steps. They type of leader and

It is not only important to create a change friendly environment, it is also important to find the best models and frameworks to implement the change. Kotter's eight-step model for organizational change is a detailed model and it provides organizations with a step-by-step guide to implement change effectively. According to Calegari, Sibley, & Turner (2015) the steps include "1) create a sense of urgency; 2) build a guiding team; 3) get the vision right; 4) communicate the vision for buy-in; 5) empower action; 6) create short-term wins; 7) don't let up; and 8) make change stick." (p. 34). Some of the merits of this model include it's widely recognized effectiveness, it is very detailed and it focuses on responses to change (Calegari, et al., 2015; Smith, 2011). There are also shortcomings in this model, including the lengthy process, no flexibility in flow, and it is very sequential (Calegari, et al., 2015; Smith, 2011). I would adjust for the shortcomings by stressing the importance of every step. I would ensure that every step is properly followed as quickly as possible.

John Kotter's eight-stage process of creating major change is one the best models for understanding organizational change (Manning, Curtis, McMillen, & Attenweiler, 2011). This model outlines the steps necessary to construct successful change.

Leading Change . It outlines eight critical success factors—from establishing a sense of extraordinary urgency, to creating short-term

Change can be difficult for any individual or organization and it can be seen as a threat. An individual that can plan and implement change is better prepared to effectively meet their future stated goals and can move forward in a positive movement when embracing the need for change. “Is change, changing?”(Rowland & Higgs, 2008). A company can then diagnose, plan, and implement changes to see improvements. To understand change and learning to cope with change we will use a company as example, the name of the company is Sunny Side Resort. We will diagnose the need for change and present a plan to transform the organization using Kotter’s 8-step approach.

It is generally noted that Albert Einstein once said, “the measure of intelligence is the ability to change”. John Kotter embedded this mindset that continually adapting and evolving can lead to success within the novel Our Iceberg is Melting: Changing and Succeeding Under Any Condition. Kotter’s and Rathgeber structural organization allows change management to be introduced through a relatable fable highlighting the needed steps to properly manage a group dealing with change. Tone, approach, and mood management are amongst the areas defined as crucial in managing change and making it acceptable. Kotter also introduces what he defines as The Eight Step Process of Successful Change that are surrounded by the themes of Setting the stage, Deciding what to do, Making it happen, and Making it stick. This novel is the example of how to effectively manage change within an organization as well as individually.

Change is best carried through by the many, not by just the hero-leader. Ten challenges to the initiation and sustaining of change are elaborated, illustrated by a rich range of case studies and supported by a practical checklist.

Change in a business can be uncomfortable since it requires surrendering a certain way of thinking and performing processes and implementing a novel way to accomplish a business goal. Encouraging employees to participate in the alteration can be one of the utmost ways to reduce the resistance to change. An employee who participates in the process of the conversion is further likely to embrace the change. Therefore, one way is to encompass groups that will be affected by innovative procedures in the development of fresh ideas. In other words, ask workers for their opinions and suggestions and integrate their solutions. If people are given the opportunity to seize responsibility for specific parts of a program their sense of ownership will craft stronger advocates. Also valuable input can be gained from employees who really perform the day to day work as management may not have the information needed to change the design. Before making slight adjustments anyone who will be affected or who opposes the transformation should be brought into the decision making process, provided they