John Kotter's Eight-Stage Change Model

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.

The Burke-Litwin Model seeks to explain the processes and influences by which organizational change occurs. The organizational change process is driven by twelve different factors. The factors are integrated, such that a change in one factor will have an effect on all of the other factors. The team at CGIAR took this approach to their change program, focusing on a few factors that they believed were the key drivers of change. The twelve different factors are the external environment as the key input, mission & strategy, leadership, organizational culture, structure, management practices, work unit climate, systems, task and individual skill, motivation, individual needs and performance, and individual and organizational performance as the key output. Their efforts were focused specifically on changing the organizational culture, which they felt would result in changes to many other aspects of the organization.

In your post you wrote ““It is very tiring and demanding to support change and it requires a leader who is able to confront the precedents and preserve against habits and norm of recognized behaviors. I agree, in my previous workplace, we experienced change so much everytime the nurses saw me coming around they would hide in the patient room. as a manger we would always have a new team huddle or initiative that require taking them away from patient care. Healthcare organizations must develop better strategies for timing of change initiatives. I was pondering where John Kotter framework of change would be on what initiate and what time is best for change. According to Mate and Rakover (2016), state changes should be to ‘eliminate daily hassles,

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

Leadership is critical when executing a strategic change initiative. By differentiating leadership and management, leadership styles and the key factors of change we can better understand what should be done to successfully lead change. Success is not obtained through leadership alone but by developing a group of individuals from all levels of the organization who work together as a team. . (Leban and Stone, 2007)

The traditional change model consists of three steps: unfreezing, that is, recognizing the need for change because of some event or threat, the actual change actions and refreezing, that is, incorporating new ways of operating, and thinking into the everyday operations of the organization. Apply this model to the situation at the Coca-Cola Company at the point when the lawsuit was served in 1999.

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.

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.

The models of change that I have chosen to describe are the ADKAR model and Kotter’s 8 step change model. The ADKAR model is mainly used to help identify and drive change as well as a tool to understand any gaps that are needed to strengthen along the change process. It is also a useful framework for planning change within an organization, before implementation, and in the execution phase of the change management process. This process begins with five key goals that are the basis of the model; awareness of the need to change, desire to participate and support the change, knowledge of how to change, ability to implement the change on a daily basis, and reinforcement to keep the change in place. Each step in the ADKAR model

Van de Ven A, Sun K. Breakdowns in Implementing Models of Organization Change. Academy Of Management Perspectives [serial online]. August 2011;25(3):58-74. Available from: Business

Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.

As Niccolo Machiavelli once stated "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things" (Burtonshaw-Gunn 2008 p 21). Change is as influential as it is necessary. Adopting effective change can also be a difficult endeavor. That is why this research is examining particular change models as a way to better understand methods which can be transposed into real practice. Here, the work of Palmer & Dunford (2009) is examined, in particular the concepts of change images found in chapter two of the work Managing Organizational Change: A Multiple Perspectives Approach. Change model images essentially prepare a foundation of structure and leadership for managers, which can be decided upon based on the specific environmental factors involved in the change itself. Managers can choose particular management styles based on the specificities of the situation and the desired results.

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.

The change plan prepared for the business provides significant information regarding the current situation in internal environment. The information provided is based on analysis of internal elements necessary in formulating an overall organizational culture. The desired performance and culture is also defined in terms of its tangible elements. A detailed plan includes the necessary steps for an organization to carry forward its change objectives including the handling of transition. The process adopted for change management should include a clear purpose for change as well as a strategy for implementing the desired change.

Kurt Lewin presents his three phase model for managing change. Three stages are unfreezing, change and refreeze or freeze. This model seems to be very simple but it is possible to take is to different level of complexity too. It depends on the organization and its structure.