...Theorists Who Impact Revolutionary Change in the Workplace Tiara Garrett SPRING15-1-8-ORG100-1– Navigating Organizations and Change Colorado State University – Global Campus Dr. Mary Welsh March 14, 2015 Theorists Who Impact Revolutionary Change in the Workplace Sometimes, in order to be on top of their game, organizations opt to change their approach or implementation of their products and/or services in the industry. This type of organizational change is considered revolutionary. There have been many articles and books created to advise of strategies or techniques to successfully navigate through the transformation process; as well as advise of what to avoid. The theorists I will focus on are John Kotter, James Womack, and Daniel Jones. Kotter's “Eight-Step Process” Not all revolutionary change is successful. John P. Kotter wrote an article discussing eight major errors he's seen to occur during his studies that halted a successful change. Many cannot get out of phase one in implementing the change. That first phase is establishing a sense of urgency (Kotter, 1996). Kotter mentioned that he witnessed more than 50% of the companies he watched fail this phase. One reason being was that some executives did not fully take into account how hard it'll be to drive people out of their fixed mindset. Another reason, lack of patience. He created an eight step process to prevent the errors witnessed from incurring in the future. See Figure 1 for an outline of those steps...
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...Contents 1.0 Introduction 2 1.1 What is Change and Change Management 2 2.0 Literature Review 4 2.1 Drivers of change 4 2.1.1 Globalisation to change 4 2.1.2 Education to Change 4 2.1.3 Technology to change 4 2.2 The Process of managing change 5 2.2.1 Force Field Analysis on Change 5 2.2.2 Lewin’s Change Model 6 3.0 Change Management 7 3.1 John Kotter: Leading Change in today’s business 7 Urgency growth 8 Build Guiding Team 8 Getting Right Vision 8 Communicating for buy-in 9 Empower Action 9 Creating Short-term wins 9 Don’t Let Up 9 Make Change Stick 10 4.0 Conclusion 11 References 12 1.0 Introduction 1.1 What is Change and Change Management The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking. “Albert Einstein”. Basically, definition of change is to make or create something different. Indeed, change happens to two reasons which are change for better or worse. Moreover, change means a movement from current state to a transition and a future state. In fact change happens all around the world such as in our community, work and at home. (Thomas G. Cumming, 2009) Figure 1: Change structure, Source: (Change Management Tuitorial , 2014) In fact, change happens everywhere even in companies therefore, all companies come up with change management in order to control changes which are internal and external. Basically, change management focused to provide a competitive...
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...INTEGRATED CHANGE MANAGEMENT: INCREASING SUCCESS RATES THROUGH AN INTERDISCIPLINARY APPROACH By SUSAN DOUTRE Integrated Studies Final Project Essay MAIS 700 submitted to Dr. Raphael Foshay in partial fulfillment of the requirements for the degree of Master of Arts – Integrated Studies Athabasca, Alberta December, 2012 CHANGE MANAGEMENT SUCCESS 2 TABLE OF CONTENTS Abstract ........................................................................................................................................... 3 Introduction ..................................................................................................................................... 4 Challenges and Complexity of Change........................................................................................... 6 A Business Perspective ................................................................................................................... 7 A Cultural Perspective .................................................................................................................... 9 A People Perspective .................................................................................................................... 11 Conclusion – An Integrated Perspective ....................................................................................... 14 References ...........................................................................
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...NORTHWESTERN UNIVERSITY | Leading Change: Why Transformation Efforts Fail | by John Kotter | | Calvin Beecher | 11/17/2013 | John P. Kotter’s frequently cited article, “Leading Change,” Kotter argues that many companies, when attempting to reorganize themselves and make fundamental changes to their business, make eight errors: not establishing a great enough sense of urgency, not creating a powerful enough guiding coalition, lacking a vision, under-communicating the vision by a factor of ten, not removing obstacles to the new vision, not systematically planning for and creating short-term wins, declaring victory too soon, and not anchoring changes in the corporation’s culture. In contrast, organizations that successfully transform themselves perform the following steps in the right order: establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. Accomplishment of Objectives Kotter sets out to illustrate eight ways a company can fail to reengineer itself and eight steps a company can take to successfully transform to meet market needs. At this, he succeeds. More importantly, his arguments are reasonable and persuasive. Rather than simply give us yet another list of things to do to succeed, Kotter tells us how we will fail if...
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...LARGE-SCALE CHANGE AT THE WSSC ➢ OVERVIEW WSSC was created by the Maryland General Assembly in 1918 by the Maryland General Assembly to plan, construct, operate and maintain water and sewer services for residents and businesses in Maryland’s Montgomery and Prince George’s counties. EDMONSON A.C (2003). Large-scale Change at the WSSC. The norm with utilities providers which are funded by government intervention is that they enjoy a position of natural monopoly because it is hard to introduce competition as the economies of scale necessary to justify the infrastructure investment is simply non-existent. Hence the county governments are tasked with ensuring the WSSC controls price increases in order to make sure that WSSC does not take undue advantage of its monopoly position. Equally the county governments need to impose and maintain minimum service standards that WSCC must provide to its customers, as the customers do not have a choice of provider. EDMONSON A.C (2003). Large-scale Change at the WSSC. In the past eighty years, the counties have witnessed a significant population explosion and the archaic methods of operations simply cannot suffice for managing a commission that has a capital and operational budget in excess of $650 million. EDMONSON A.C (2003). Large-scale Change at the WSSC. Hence in 1999, John Griffin was hired as the general manager of WSSC to harmonise the goals of satisfying its major stakeholders; the community and also stay profitable to...
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...Applying John Kotter’s 8 step change model on the recent change management success at SBI Yogesh Kamath Assistant Professor – Marketing & HR, Rustomjee Business School, Mumbai Freelance Journalist – Point-of-Purchase magazine, V J Media Works Publications ------------------------------------------------- E-mail: yogesh.rbs2010@gmail.com ------------------------------------------------- For Conference: Peter. F. Drucker Memorial 4th National Seminar on “Opportunities & Challenges of Contemporary & Innovative Management Practices” ------------------------------------------------- Track: Human Resource Management – Change Management Transformation is not instantaneous. It takes decades, in some cases. That is why we need to start the process today. We are already 20 years too late. * O.P. Bhatt, chairman, SBI, Steptember 2006 Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome. * John P Kotter, Author – Leading Change, Harward Business School Press, 1996 Abstract: The first half of the 2000-2010 decade was dominated by the growth of private banks in India who facilitated the changing profile of the demanding Indian consumer who was emerging out of the socialist mindset. ICICI lead the pack, in the year 2007 the figures stood at – ICICI bank’s deposits - Rs 1.65 lakh crore after just 12 years into business and the country’s 201 year old largest bank SBI stood at Rs...
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...Book Review “Leading Change” by John Kotter 1996 Review by Chris Shea John P. Kotter is internationally known and widely regarded as the foremost speaker on the topics of leadership and change. He is the premier voice on how the best organizations actually achieve successful transformations. The Konosuke Matsushita Professor of Leadership, Emeritus at the Harvard Business School and a graduate of MIT and Harvard, Kotter’s vast experience and knowledge on successful change and leadership have been proven time and time again. The book Leading Change looks at an eight stage process for implementing successful transformations in today’s firms as well as the eight errors that are common to change efforts. The ideas and methods in this book should be considered a roadmap to successful change for any manager or leader in today’s modern organizations. Leading Change is broken up into three parts. Part one begins by discussing the potential downside of change and the eight errors commonly made during transformation efforts and their consequences. He then goes into detail on the economic and social forces that drive the need for major change in today’s organizations. This is also where Kotter introduces his eight step process for creating change. In Part two Kotter goes into great detail about his eight step process for successful change highlighting what to focus on and avoid at each step of the process. Part three looks at the implications for the 21st century, he goes into detail...
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...Change Management Student Name Submitted Date Background For pioneers of associations, overseeing change is a vital key undertaking. In the most recent ten years, there have been various studies which all affirmed that between 60-80% of all change undertakings fall flat completely or incompletely: either the targets of the venture are not attained or the ventures can't be finished in time or on plan. Normally, a ton is in question: cash, individual notoriety, and the strength of the association. Kotter's Model of Organizational Change Today's associations are confronted with an expanding need to adjust to new substances that quite often bring about some authoritative change. The procedure of actualizing change in associations is frequently intricate and trying for generally administrators. To help chiefs effectively actualize transform, it is prescribed that they utilize some variant of a change model to expand their shots of fruitful execution. While there are numerous models for change administration, the vast majority of them start from the work of John Kotter's eight-stage change model. Particular steps in the model include: secure a feeling of direness, make the controlling coalition, create a dream and technique, impart the change vision, engage expansive based activity, produce transient wins, solidify additions to deliver more change, and grapple change in the association's society. (Kotter, 2014) Establishing a Sense of Urgency Support of the association's...
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...Kotter’s 8-Steps: Leading Change in the 21st Century Organization Is there a good way to attack change in organizations? To influence (and maybe even ‘fix’) the complex org cultures that drive the collective behavior of their members? John Kotter gave us perhaps the best-circulated approach for change in his HBR paper that turned into the classic: Leading Change (1996). With the caveat that there are no silver bullets I believe Kotter provides a strong, intuitive and timeless approach to grappling with change. Unfortunately, too many have given up along the way. Organization change and, more specifically, changing an organization’s culture, share a common scope and scale. They are, in many ways, intertwined. That means Kotter can take us in the right direction. Let me recap his 8-point outline here, providing some 21st century insight and ‘solution language’ of my own to update his framing. 1. Urgency. Per Kotter, one of the biggest enemies is complacency. Why change? Keeping things the way they are is easier. That may be. But the path to major improvements of any kind will be held hostage with this mindset. Low standards or segmented (silo’d) accountabilities can create a false sense that eveything is okay. Change requires everyone to get beyond that comfort zone, to “step up” for something new, different, and better. 2. Coalition. Inspiring and sponsoring change is the work of leaders, so it’s critical that they engage. That means an oversight group that includes...
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...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...paradox, you must focus on rebuilding relationships within your organization. Healthy working relationships between employees within your company act as the cornerstone to success. Begin by emphasizing the importance of personal relationships within your organization (Whitener, & Stahl, 2004, 466), and addressing your employees' needs and concerns (Cohen & Bradford, 1989, 572). Together these actions will produce a virtuous spiral of success (Lawler, 2003, 587). In order to help Stone Finch, you must become a leader as a teacher and steward (Senge, 1990, 102), which points the way towards the vision that can bring the future paradox into the present (Nanus, 1996, 462). Having an appropriate vision allows you to see the actions taking place within the company, bringing change to improve the efficiency of your organization (Kotter and Cohen, 2002, 701). Employees usually respond positively to rewards based on certain tasks they complete. When talking about the proper ways of rewarding an employee you must know their preference of rewards (Kirkman & Hartog, 2004, 615). Additionally, employees must have the ability to lead self-managed teams that focus on goals for the team and the broader organization (Druskat & Wheeler, 2004, 338). In order to motivate employees, alter your reward system to challenge them to strive for creativity and new ideas, in addition to rewarding employees who start their own subsidiaries (Kerr, 1995, 613). Finally, to create a superior work environment, focus...
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...Department of Education website. Retrieved May 5, 2014 http://www2.ed.gov/about/landing.jhtml http://www.nea.org/home/40991.htm John P. Kotter (1996). Leading Change. Harvard Business Review Press; 1st edition http://www.kotterinternational.com - See more at: http://www.relationsandmore.com/kotters-8-step-change-model.html#sthash.rjg9E4N1.dpuf Almost everyone that reads this will have graduated from a long-established high school where we went to an old-style building five days a week and learned from the quintessential school teachers that no doubt fill at least one stereotype. Traditional classrooms that are part of these brick-and-mortar schools are no longer competitive and vital to the learning process. Instead, students now pay most attention to the information they get off the internet. Sites like Wiki and Facebook have figured out the formula to keeping our young people’s attention. Why should we as tax payers continue to supplement this dying form of education when the answers can be found by researching the success of the online college education system and the top ranked education countries around the world? While on vacation in Phoenix I noticed TV commercials toting an online education that the state sponsors. I could not believe that I was hearing this, state sanctioned home schooling. Let’s think outside the box for a moment. Think of the savings we could make with rethinking the way we teach our students. I am a firm believer that all students...
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...based on three main areas: Measurement, Human Relations, and Customer Value Disciplines. The basis in measurement draws on Management by Objectives. The human relations school of management and open-book management theories are influential. The customer value discipline links the scorecard to the strategy of the firm. The Balanced Scorecard The Balanced Scorecard is a theory and management approach first proposed in the Harvard Business Review by Robert S. Kaplan & David P. Norton (1995). A subsequent book, The Balanced Scorecard, was published following this article (1996). The most recent refinement of this theory and management approach appears in Kaplan & Norton’s book, The Strategy-Focused Organization (2001). This paper attempts to present a high-level overview of this management theory, along with a description of its historical foundation and development. As defined by Kaplan and Norton (1996), “The Balanced Scorecard translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system”. This strategic management system measures organizational performance in four ‘balanced’ perspectives: Financial – summarizes “the readily measurable economic consequences of actions already taken”. Customer – contains measures that “identify the customer and market segments in which the business unit will compete and the measures of the business unit’s performance in these...
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...international growth. While it didn’t hurt that Four Seasons was already the world’s leading operator of luxury hotels and that their revenues increased at a compound rate of 22.6% per year from 1996-2000 (Hallowell, Bowen, & Knoop, 2003), for a company as deeply committed to customer service as they are, the real success of the Paris venture would not have been possible without their exceptional leadership and human resource management. Former Harvard Business professor John P. Kotter has done extensive research in the field of organizational change and development. His article What Leaders Really Do examines the role of leadership and human resource management in the transitions of an organization, which closely relate to the challenges that Four Seasons faced. Introduction Kotter promoted the theory that management and leadership are different but complementary and that, in a changing world, one cannot function without the other. While each have their own functions and specific activities, in an increasingly complex and volatile business environment, they are both necessary for success. He found that US corporations tend to be overmanaged and underled and that successful corporations aren’t waiting for leaders to come along, they are actively seeking out people with leadership potential and exposing them to career experiences that are designed to develop that potential (Kotter, 1990). Kotter said that smart companies value both strong leaders who are not strong managers...
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...Organizational Change: Management Versus Leadership Jeffrey Gomez Management versus Leadership Management makes complicated process runs smoothly. It is described as predictable, orderly and may produce short-term results (Kotter, 1996). Leadership creates the organization and adapts to changes as it occurs. It is described as producer of a very useful change in the organization (Kotter, 1996). Leaders and managers are being compared through the following comparisons. Leaders are focused on people, inspire trust, develop, do the right thing and they innovate (Brinegar, 2014). Managers focus on systems, rely on control, maintain, do things right, and they administer (Brinegar, 2014). Organizational Change Change is a response to pressures and internal or external forces that cause an organization to modify. It could be planned or unplanned response to forces such as technology, environment, politics or even competition (Todd D. Jick, 2010). The approach to change depends on the complexity or simplicity of the matter and the unpredictability or the unclear solutions as response to pressures (Joe, 2009) According to Linda Ackerman, there are three types of changes and each varies scope and depth. The following are Developmental, Transitional, and Transformational (Todd D. Jick, 2010). Developmental Changed Developmental change is often used to improve business procedures. There are no radical changes in the organization’s structure but to develop processes...
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