Aside from permitting my authoritarian characteristics to shine, being a CEO during the Change Management simulation allowed me to better understand how an executive may leverage their influence and position to enact change, especially when there is external pressure to do so. By gaining interest, encouraging adoption, and confronting resistance when necessary, the company successfully achieved adoption of the sustainability plan. The strategy that I pursued in the simulation required that I first educate and inform lower-level execs, and then place singular pressure on dissenters when necessary. This proved to be sufficiently effective. In the first 20 or so weeks, I provided internal and external skill building, started a pilot project,
One of the vital achievements is it silences the skeptics and detractors. A recent study revealed companies that experience significant short-term wins by fourteen and twenty-six months after the change initiative begins are much more likely to complete the transformation (8-Step Process for Leading Change, n.d.). It can boost the morale of those implementing the change because modifications come with an inordinate degree of risk. Additionally, it validates the scarifies of those in command of leading the efforts. These triumphs reward the early adopts who sacrificed and received ridicule for their support during the change. The wins serve the practical purpose of helping to fine-tune the vision and the strategies. Finally, short-term wins have a way of building momentum that turns neutral people into supporters, and reluctant supporters into active
He is also a praised keynote speaker and consultant, who has applied corporate change initiatives throughout the years. Ron McMillan, vice president and cofounder of the Covey Leadership Center, was over the research and development department (Patterson, et al., 2002). McMillian’s experience as a consultant and a sought-after speaker, has helped him work with numerous influential leaders, high level managers, and executives. Lastly, Al Switzler is part of the Executive Development Center at the University of Michigan. Also as a consultant and speaker like the other authors, he directs special training and management initiatives with many leaders worldwide.
Newman, J. (2012). An organisational change management framework for sustainability. Greener Management International, 57, 65–75.
Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
I chose to pursue a degree in Social Work because I have a deep passion for helping people figure things out and get back on track. I have always tried to help people in the simplest ways without being over intrusive and giving them the respect and dignity they deserve. As a teen I found joy in the slightest things like helping people fill out and submit job applications, filling out medical forms, and explaining to them the process for things such as obtaining Medicaid, food stamps, their food handlers card and even on where and how to apply for your driver’s license. These things may seem trivial but I guarantee that for many people this was a huge help. Working with people is not just something that happens; first you have to want to help people and be patient and understanding with the people who you are helping and that does not happen overnight, second, you must be able to recognize your own limitations and know when to refer someone to qualified professionals.
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Micro segmenting and creating 6 products (2 for each segment) lead to increased sales, profit and overall performance. I saw how important communication was during every aspect of the simulation. I had to prepare in advance, research my field and communicate those decisions and my reasons behind them to the team. Without integrated communication channels our overall performance would not be as good as it was. For example, I had to talk to the finance department when setting prices, to the sales department when deciding on place, and to the manufacturing department to ensure sufficient production to meet the demands of the
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines
This book particularly is strong in the area of change management in an organization. There is so much you can gain form this little fable. I enjoyed this book because the author has developed the characters very effectively that makes you actually visualize them. And there were some points when I was actually started correlating the characters with myself while reading the fable. Overall author uses a metaphor for how an association can make a required change. Stories, narratives and storytelling have a key role in the conceptualization of organizational learning and sense making (Reissner, 2008). Ambiguity of the metaphor in fables can open up better approaches for conceptualizing and dealing with organizational change (Cliff Oswick, 1996),
Typically, organizations must undertake organisation-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to a more stable and planned development. Changeover to a new chief executive can provoke an organization-wide change when his or her new and unique personality pervades the entire organization. The impact change h... ... middle of paper ... ...
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Bonini, C. P. (1963). Simulation of information and decision systems in the firm. Englewood Cliffs, N. J.: Prentice-Hall.