...Successful Change Management — Kotter’s 8-Step Change In 1996 John Kotter wrote Leading Change* which looked at what people did to transform their organisations. Kotter introduced an 8-step change model for helping managers deal with transformational change. This is summarised in Kotter’s 8-step change model. For The Heart of Change* (2002) John Kotter worked with Dan Cohen to look into the core problems people face when leading change. They concluded that the central issue was changing the behaviour of people and that successful change occurs when speaking to people’s feelings. In this article Martin Webster explains how Kotter’s 8-step change model gets to the heart of how successful organisational change actually happens and answers the question “how do you go beyond simply getting your message across to truly changing people’s behaviour?” You’ll also learn how The Heart of Change can alter the way organisations and leaders approach change management. Since this guide covers a lot of ground and is a long read (3,000 words) you may want to check out the table of contents below for some quick jumping around. And if you want to read more high quality articles please sign up for email updates and never miss another post. Want to read something shorter? Visit our related post: The Heart of Change. Or download the ebook of this article from our member resources section. Table of Contents * Successful Change Management * Kotter’s 8-Step Change Model for Leading...
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...The Need for Change: Kotter’s Eight-Step Approach MGT 435 Organizational Change Prof Doug Nelson February 24, 2014 The Need for Change: Kotter’s Eight-Step Approach Change doesn’t come easy in an organization whether it is large or small. The first step in change is identifying the needs so that steps are put in place to implement. As an organization progresses and develops it can be a difficult strategy to perform especially if there are no steps put in place to follow. Developing more efficient ways to introduce and execute change puts less pressure on the associates, and can help internal and external customers adjust to the way of doing business. In this paper I will be identifying the need for change in pipeline/processing management in an organization by using Kotter’s Eight-Step Approach. In the society will live in today change is normal for any business. Alternate initiatives and technology improvements are essential for any organization to stay ahead of their competitors. Many Planned organizational change is a process that moves companies from a present state to a desired future state with the goal of enhancing their effectiveness. Ultimately, the goal of planned organizational change is to improve an organization's capabilities, thus enhancing its value to stakeholders and stockholders (Beer, 1980). Change can fail for many reasons in an organization if not managed correctly. In fact it has been stated that change in an organization fails 70% of the time...
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...Ericsson, who was a group member in this change management, was interviewed whose comments would be referred to during the discussion of application of Kotter’s eight step theory. The case analysis is based on the given answers and the corresponding theory proposed by Kotter. Kotter listed and provided thorough explanations for reasons of failure of business organizations during the implementation of transformation process. As shown in the theoretical framework, there are eight steps for organizational changes and the analysis consists of eight parts accordingly in order to investigate if they have been implemented at Ericsson during the integration of 4G systems. The results show that the change model proposed by Kotter is highly considered in the change management of Ericsson. 2.1. Establishing a Sense of Urgency According to Kotter, the first step that prepares any organization to accept a change is to keep the level of complacency as low as possible and make sure that the sense of urgency is prominent. Maryam confirmed that the organizational change in telecommunication industry is characterized by high uncertainty levels and most of people involved are aware of that uncertainty. There were many awareness activities to which disastrous consequences may happen in case that transformation was not considered. That was what Kotter mentioned as triggering the sense of urgency by revealing some serious situations for the absence of a change to be acquired. Maryam also talked...
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......................3 3. Understanding Organisational Change…………………………………….….3 • Introduction……………………………………………………………………4 • What is Change Management………………………………………………4 • • • • What are the differences between change and transition? What is transformation? Leading and managing change Why is organisational change difficult to accomplish? 4. Kotter’s Eight-Stage Process for Creating Major Change……………………7 5. Bridge’s Three Phases for Managing Transition ……………………………...9 6. The Project Management Approach to Change Projects…………………...11 7. Managing Performance During Times of Change……………………..….…19 8. Further Reading…………………………………………………………….……20 2 PURPOSE OF THE ‘HOW TO’ GUIDE The purpose of this guide and accompanying online resources is to provide University staff with an overview of ‘best practice’ change management methodologies, research, readings and guiding pro formas. This guide does not attempt to reproduce the many informative texts written on change management, transition and transformation. The follow-up reading is also strongly advised as it informs much of the change management and transition processes undertaken in the University of Adelaide. The guide identifies the differences between managing the process of change and leading people through transitions. It describes the University’s preferred process model of change which is John Kotter’s Eight-Stage Process for Creating Major Change. The importance of transition management is also addressed by the inclusion...
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...a somewhat daily basis. Our daily routines that were taught throughout boot camp and then later on out in the Naval fleet, is what is instilled in the minds of every sailor nationwide. From our early morning routines including eating in the mess hall to saluting the American flag at morning colors, sailors, like many other individuals in the Armed Forces, are groomed for commitment to the military mission at all times. But, is there a need for change in the military? I enlisted in the United States Navy in 2002 out of Fort Dix, NJ, and was eager to learn the ways and policies of the Armed Forces. I was very obedient throughout boot camp, as in the civilian world, and had no problem with authority and delegation from others. That’s how I knew that the military was the right decision for me after high school. As time went on and I advanced in rank, a newer generation of sailors embarked toward their naval journey, and in about 2007 I noticed a peculiar difference in the way obedience and authority was handled. Newer recruits were becoming more carefree and seemed to ignore the orders of hierarchies and senior subordinates. What has influenced this change? I believe that John Kotter’s eight step approach to organizational change would be a successful concept to help promote change. Making a change last will leave an everlasting impression on future leaders. “The need for large scale transformational change requires comprehensive planning approaches that both the OD and change management...
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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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...management and they are core administrative support, strategic human capital management support, and other. The core support is comprised o personnel administration, benefits administration, payroll, portal/employee self-service, and service center. The strategic support is made of workforce planning, competency management, performance management, compensation planning and strategy, time and expense management, learning, recruitment, onboarding, contingent workforce management, and organization visualization. Other is made up of reporting and analytics and workflow. Let’s first define Human Capital that is the totality of talent that is found in an organization. It includes employee’s skills and behaviors and the ability to see beyond what is obvious in the work environment. It involves innovation, critical thinking, negotiation, conflict resolution, problem solving, team building, and interpersonal competencies. It basically represents the investment that people make in them that can enhance their productivity. (Olaniyan & Okemakinde, 2008) AGC has a variety of human capital management problems and they start with intercultural communication issues, political and regulatory conditions of the host country and subsidiaries, diversity and multiculturalism, employee retention and motivation issues, employee dissatisfaction, performance issues, an overall global human capital strategy that takes into account the home and host country nationals, and lack of good leadership...
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...................................................................................... 4 Unfreezing .................................................................................................................... 4 Moving .......................................................................................................................... 4 Refreezing ..................................................................................................................... 4 Initiators of Change............................................................................................................. 5 Steps to Transformation ...................................................................................................... 7 Kotter’s 8 Step Model ......................................................................................................... 7 Conclusion .......................................................................................................................... 9 References ......................................................................................................................... 10 PAGE 1 Introduction Change is a journey is based on the fact that change in most organisations it not a straight forward...
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...leading people to change in right directions. As the semester has gone by I have found that the book was extremely relevant in relating to the lessons that have been taught in class and the experiences that I have had in my life. The book provides a nice analogy of an elephant and a rider, which symbolizes the emotional and rational sides, respectively, to all individuals and groups. As this framework is presented in this paper, I will relate the books lessons to the theories that I learned in class and to my own personal experiences to give a strong analysis of its teachings. Before digging into this view on change, I am going to define what the elephant and the rider actually is and how they affect each other in the road to change. This analogy is important to visualize because the image of a small rider and a large elephant really symbolizes how hard it is for the rational side of individuals to direct and motivate their emotional side. A few examples of the elephant overtaking the rider are when people procrastinate getting tasks done or overeating when they are trying to lose weight. These examples highlight the weaknesses of the elephant—the emphasis it places on quick payoff versus long term payoff. This is the reason why changes often fail because the rider cannot keep the elephant on the road long enough to reach its destination. When attempting to lead change both the rider and the elephant have to be reached and influenced because if you reach the riders, but...
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...2013 Organizational Change Management By Seyed Jafar Payandeh College of London, UCK Tutor: Professor Kay Crewe Student of PGDip in Strategic Management and Leadership Final assignment submission date: 07/02/2013 Table of Content Subject Page Task 1…………………………………………………………………………………………………………………………………………...2 1.1 Three models of strategic change…………………………………………………………………………………………...2 1.2 Evaluating the relevance of the models in organizations in current economy……………………....…6 1.3 Assessing the value of strategic intervention techniques in organizations……………………………….7 Task 2…………………………………………………………………………………………………………………………………………...8 2.1 Examining the need for strategic change within Tesco…………………………………………………………..…8 2.2 Assessing the factors that driving the need for change within Tesco………………………………………..8 2.3 Assessing the resource implications of an organization not responding to a changing market..9 Task 3………………………………………………………………………………………………………………………………………….10 3.1 Develop systems to involve stakeholders in the planning of changing and show how you would evaluate these systems……………………………………………………………………………………………………………….10 2.2 Develop a change management strategy with stakeholders and how you would create a strategy for managing resistance to change…………………………………………………………………………………11 Task 4………………………………………………………………………………………………………………………………………….14 4.1 Three models of strategic change………………………………………………………………………………………….14 4.2 Evaluating the relevance of the models...
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...Contents 1.0 Introduction 2 2.0 Literature Review 2 2.1 Definition of Change Management 2 2.2 Need for Change 2 2.3 Barriers to Effective Change 3 2.4 Models of Change 4 2.5 Organisational Metaphors 6 3.0 Recommendations 7 4.0 Conclusion 9 5.0 References 10 6.0 Appendices 11 6.1 Appendix One – Comparison of Change Models 11 6.2 Appendix Two - Archetypical Metaphors for Organisations 1 1.0 Introduction The purpose of this report will be to critically review a contemporary management practice topic of change management within the case study of the organisation in order to identify the key strengths and weaknesses of the organisation and make appropriate leadership and management recommendations for improvement in this management practice. The topic under investigation in this report is change management. All organisations experience change constantly. For the case study organisation there has been some planned changes made such as the hand held work devices and electronic vehicle tracking devices to improve efficiency. However the organisation needs to implement change in the future due to change in legislation, regulations and customer service targets. 2.0 Literature Review 2.1 Definition of Change Management ‘to move an organisation from its present point to a different one which is more desirable in meeting its objectives.’ (Hannagan, 1998:31) ‘a continuous, open-ended and unpredictable process of aligning and re-aligning an organisation...
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...rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change. See also the modern principles which underpin successful change. Refer also to Psychological Contract theory, which helps explain the complex relationship between an organization and its employees. Business Process Modeling Business Process Modeling Visuals See Examples. Free Download! www.SmartDraw.com Change Management Online Solutions to Embed Cultural and Behavioural Change www.2and2.com.au Budget Planning Demo Easily Administer Applications with Cognos. See Planning Demo Now. www.cognos...
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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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...are usually afraid of change and see it as being threatening. If there are power struggles within the organization change may be more drastic in both speed and size. No one likes change, but it is the change that makes the organization stronger and more versatile. There is always resistance to change. Organizations need to plan on some form of change management to help people adjust to the change. When change is occurring within an organization, if management does not communicate with the employees then of course they will fear the worst and resist the change. I think that the best way to approach change is to communicate why the change is being implemented, what it will do for the organization, and explain what is going to happen to the organization with its employees and training processes. If the employees know what is going to happen then they will be more accepting of the change. There are both internal forces as well as external forces of change. Within Synergetic Solutions that internal forces of change are technology, nature of the workforce, economic shocks. Technology is an internal factor which depends on the technology of the organization...
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...Organizational Change in Modern Corporations – Success Strategies and Failures Alphonso Varnado University of Saint Francis Abstract Drastic change can be hard for any organization. Even the most powerful leader must realize that it takes the cooperation of others to implement drastic change. This paper looks at effective strategies for drastic change in organizational culture and examines case studies where this has worked and where it has failed. Keywords: Organizational Culture, Change Management Organizational Change in Modern Corporations – Success Strategies and Failures What is Change Management anyway? “The management of change and development within a business or similar organization”. In other words, it is the systematic approach to dealing with change, both from the perspective of an organization and on the individual level. General Principles of Organizational Change Management It is the leader’s responsibility to manage change. Employees are only responsible for doing their best. Leaders must provide the necessary tools for employees to execute the change they desire. Change should not be enforced on the people (Kotter, 2008). Whenever people are forced to do things without engagement, there will be problems? Workshops can ease this burden and develop a collective understanding to the new polices approach, and its effect on their lives and work. Surveys are another way to minimize distrust amongst staff. The employee’s direct supervisors must facilitate...
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