Yad Vashm Memorial Project

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.

In any organization, the manager wears many hats. Their responsibilities go beyond just managing a group of people. On top of managing, they have to be communicators, coaches, and advocates, just to name a few of the many hats. Part of being an effective communicator includes reporting and implanting changes that may come down from upper management. Change can bring out many emotions in people, like anxiety. How a manager handles the change and implements it within their department can either make their people feel good about it, or heighten their concerns ("Managers And Supervisors: Importance And Role", 2014).

Managers need to determine the best method of communicating the changes to the employees that are directly affected. This material presented in last weeks class and in the course material helped us understand how important communication is when implementing changes in a work environment. The course book identified four main approaches to managing change in an organization. Lewins’ Three-Step Model argued that successful change in an organization follows three steps: Unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent. (Robbins & Judge, 2011). This approach requires manages to evaluate the need for change and implement a plan of action to help the organization manage changes effectively.

During this week, I learned four through six of the eight-stage change process by Kotter. Those stages are communicating the change vision, empowering broad-based action, and generating short-term wins. Moreover, I learned common tips for communicating change. In those tips, there are many ways employers can use to communicate better with employees, which makes employees feel comfortable and safe in the workplace. Also, in communicating the change vision, there are key elements in the effective communication of vision, which are simplicity, metaphor, analogies, examples, multiple forums, repetition, leadership by examples, explanation of seeming inconsistencies, and give and take. Empowering

Site Project as something they were to deal with as a group. Rather, every member took a

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the 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.

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

“The Heart of Change” by John P. Kotter, is a collection of stories from actual people who implemented change with in their organization. The author starts by giving the take away message at the beginning. “People change what they do less because they are given analysis that shifts their thinking than because they shown a truth that influences their feelings”, meaning people won’t change just because you give them data stating they need change. They change because you make them see and feel the change. This brings you to Kotter’s “See, Feel, Change” formula for implementing large scale change in an organization successfully. His formula constitutes of three things, the first is to help people see the problems in the organization. After seeing the problem, getting people to emotionally feel the need to change. This means reducing the emotions that block change and improve on the emotions that support change. The last step in the formula is to actually implement the change, with the help from the lessons we will soon review.

In a recent study of major change, it was found that employees are highly critical of even well thought-out attempts to communicate change and multiple communication channels are preferred when communicating a change vision, plan and process (Elving, 2005;

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.

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

I believe that the change that is to occur has a large part on the strategies that a change leader must use to build employee commitment and buy-in. According to Palmer, Dunford and Akin (2009) “Getting people to buy-in may depend upon what it is that they are buying into: whether they perceive it as favorable to them and whether the change had been adequately justified to them” (p.302). If it was a small change, it doesn’t take much to get people to buy-in, but if it is a large change it will take some work. The first strategy that I would use as a change leader to communicate a change is to discuss the need for the change. I believe that if people can see why the process needs to changed, it will open them up to the possibility of a change. I have seen a lot of process done wrong or a slow way because it was how it has always been done in that organization. If someone would have come into that organization and told them that the amount of time they were wasting and showed them the new way, I think the organization would buy-in. The second strategy that I would use for communicating the change is to provide everyone with accurate information on the change, it would include how the change is going to happen and how it will affect everyone. I will only send out information that I feel they need to know so I do not overload them. Palmer, Dunford and Akin (2009) state “information overload is even more problematic in companies where participants are already in receipt of a

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.

In developing an organization and preparing for the changes necessary a reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have distinct goals: optimize flexibility, promote innovation, and sustain change. Change management at CrysTel will involve identifying the strengths and weaknesses of departments within the