Applying Kotter's 8-Step Model Paper

First of all, a great post and a good application of the Kotter Change Model. The things that I really liked about this model is its emphasis on coalition and sharing a vision. It is challenging to bring change in the status of quo and I firmly believe that changes is not a one man task. It is important to have a group with similar vision and interest for successful implementation of a change. Hence, the potential agents within in your unit should be identified and communicate with them so that they can adopt your vision. I think you mentioned about managers, physician leader, unit council, and volunteers. All these individuals could be potential agent of change and help you achieve your goal. However, there will always be the group who will

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

Organizations must respond to their internal and external environment. Therefore, organizational success heavily relies on leaderships ability to manage change. Unfortunately, many leaders struggle to effectively lead change initiatives. In fact, Ashkenas (2013, para. 1) reported 60 – 70% of organizational change initiatives fail to meet their objectives.

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.

Why are change initiatives so difficult. Many times People 's reaction to change relies upon their understanding or idea about change . Furthermore, according to their perception it is in their advantage they do not have any problems with accepting it . If it is unimportant or irrelevant to them, they have an attitude of unbiased towards change. If they tend to believe there is some kind of loss to them, they react to it. Moreover, the loss can be concerning their direct value or it can be concerning them having to make some changes in the way they tend to work or adjusting/adapting a different technique of doing the same. Hence, change initiatives are at times

In the creating a climate for change phase it has the increase of urgency, build guiding teams and get the vision right. How I applied this phase of the model to the project was that I knew if I present my suggestion with great motivation and with heighten energy to the match specialist and to the board members, they are able to see that I am serious in making a positive change. I also am aware that I needed to speak with the correct board members first who were willing to listen and expressed that some change needed to occur within the organization. This is the reason

Tony hope to use these funds to subscribe to the new equipment , but the staff does not consent . New equipment from the overseas , this is not confirmed in New Zealand. Therefore, the staff believes that we cannot use . In Lewin 's model , in which the step is when the staff to use the new equipment , they cannot use it . Tony has to train them and learn how to use the online service to contact it ,This is in the Kotter’s model , the two-step and the fifth step , Tony should be comminute and make a strong leadership team to tell them how to use the new system. The fifth step, Tony and his leader team to resolve the issue as soon as possible staff to clear all obstacles.

Kotters 8-Step Change Model is an extensive guide that helps businesses as they try to implement change throughout the business successfully. The first step is to create a sense of urgency; the company will not accept this proposed change unless there is a motivational force to start this process. There are many ways to spark an interest of this change, to begin with start by recognizing any possible issues that may occur within the change, whilst this is occurring it would be extremely beneficial to create situations and study the chances within the situations. To get the support from fellow workmates, it is best to start conferences that give definite reasons which will get the business thinking. For an even better response, call on provision

A vision can’t belong to only the leader, it must be a shared vision. A vision that is shared will interest more people, create higher levels of enthusiasm and can endure the challenges that come with change (Kouzes & Posner, 2012). In order for successful change to occur there needs to be commitment, a sense of urgency or momentum, stakeholder engagement, openness, clear vision, good and clear communication, strong leadership, and a well-executed plan. Kotter’s 8-step change model below recognizes each of these characteristics:

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.

The eight stages of leading change is described in (Kotter, J. P. 2012 Chapter 2 Pg., 19). First stage is to develop the need for change in the organization, to develop the sense of urgency, making people familiar with it. Second stage is to build a guiding coalition, people who will support the change and will help the leader to implement the change successfully. Third stage is to create a vision, fourth is to communicate the vision, and fifth is to remove any obstacle that blocks the vision. Sixth stage is to recognize and celebrate small accomplishments. Seventh stage is to sustain acceleration of change and Eighth stage is to use new approaches to the

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 management is planning, organising, leading and controlling a change process in an organisation to improve its performance as well as to achieve organisational goals. According to Ha (2015), it is a challenging, complex and continuous process that needs a specifics skill for leaders and managers. In fact this is important for change managers to identify the five key questions; Why? Who? What? How? When? And attend to them very carefully, because it can impact on the company’s business performance and sustainability. At the same time they must engage their stakeholders when they do any change to the business (Ha, 2015, p. xx).

Change management is a feedback loop between external and internal activities, outcomes and needs. However, “many companies pay more attention to external activities than internal activities”- “their structures are still too tall” (Rodrigues, 2007, p.711). This is important as employee motivation is positively correlated with customer satisfaction – happy employees make happy customers (Rodrigues, 2007, p. 698). Success is not attainable in the absence of happy employees. Employees are the most important asset “held” by an organization. Employees are crucial to an origination’s strategy as they are the means by which strategy is “put to work”. Accordingly, management must engage in and provide supportive practices in order to motivate

As a business matures and evolves, it will experience change. Implementing change can be challenging therefore responsibility lies with the management team to develop a plan to efficiently introduce and implement change, which can ease the stress induced when change is introduced. The steps a manager must take to effectively implement change are clear. In order to effectively implement a change, an organization must asses the change that needs to occur, come up with a plan to implement the change, implement the change, and then evaluate the effects of the change in a timely fashion. In order to successfully implement the new change, the manager must be proactively involved in each step. By engaging employees, managers are able to use