Kotter, J. P. (1996)

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

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.

Michael Kingston’s “Creating a Criminal” Discuss a new law known as Section 598b of the California Penal Code. 598b states Every Person is guilty of a misdemeanor who possesses, import into the state, sells, buys, gives away, or accepts any carcass of any animal traditionally or commonly kept as a pet/companion with the sole intent of killing and using the animal for food. Kingston brings up a good point on what exactly is constituted as a pet? In America cats and dogs are traditionally regarded as pets. However people who traditionally eat dogs or cats as food are Vietnamese. He also explains that “ A Vietnamese-American family, canine-eating family is no more a threat to the pet-trading industry than a family of European

in our fast paced world, things and environments change rapidly. In order to meet the needs and demands of an ever changing marketplace, organizations also need to change and adapt very quickly. With success hinging on the ability of the institution to analyze, predict and adjust in order to meet the market demands and successfully cope with rapidity of change (IKM, pg 7) "establishing a sense of urgency" as explained by Kotter would be critical (Leading Change, pg 35). To influence anyone or any organization to move towards any type of behavior requires the three critical factors of direction,

Foreword by Spenser Johnson: One the surface, the story of this book appears to be a fable that is relatively easy to grasp, but it does subtly impart an invaluable lesson on change. The book covers John Kotter’s Eight Steps to bring about successful organizational change and can be equally useful for a high-school student as it is for a CEO of a multi-national organization.

The book Influencer tells us that attempts at implementing change initiatives often fail for 3 reasons. One – fuzzy, un-compelling goals; Two – infrequent or no measures; and Three – bad measure. Some would say that experiencing this is not a privilege, however I will say that I have had the privilege to experience a management change initiative fail first hand in the recent future. Not privileged in the fact that it was a great experience to be in the middle of, however it did provide for a boundless learning environment, showing me exactly how to not go about the process if I aim to be a successful leader. In this paper I will explain the change initiative and how management failed in all three areas listed by the authors, along with one more reason I feel the initiative failed.

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.

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.

During Shakespeare's time power is something that everyone wanted. They would do anything to make sure they come into power. Power can corrupt anyone who is seeking it. They crave the thrill of power. Having power to dictate everyone is something that can lead to a down fall.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

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.

One strength good leaders bring is to switch their leadership styles depending on the situation (Darling & Heller, 2012). This is like situational leadership and it is important in organizational change as well. Situational Leadership is a model designed by Dr. Paul Hershey in the 1960s which focuses on how managers can develop competencies to diagnose, adapt, communicate, and advance the situation they are in (The Center for Leadership Studies, n.d.). Hershey stresses the importance of relationship of the approach of the leader and the readiness of the followers for a specific task (The Center for Leadership Studies, n.d.). This is the same as a change manager. Although dominant forces are often the initial go-to for change managers, good change managers must assess the situation and apply the needed ideal change manager to the situation. Because of this, regardless of the dominant change manager, it behooves an effective organizational leader to understand the different images of change and how they can influence a change’s successful

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 book “The fall of Natural man; The American Indian and the Origins of Comparative Ethnology” was written by Anthony Pagden in august 1983. The book gives a new explanation of the introduction of intellectual context and argument made by various sixteenth-century spanish thinker about the new world by the old. This book was the first study of the pre-Enlightenment methods by which Europeans tried to describe and describe American Indian society with his own society. The book is rich and complex, but also confusing. It deals with an issue which of great interest to people studying origin of new world. But the book disappoints the anthropological readers as the title of the book and the content is not satisfactory.