Kotter's 8-Step Approach To Organizational Change

Discussed earlier was the fact that there are factors in place that should have identified the need for change. This organization has a yearly health and wellness survey that is completed anonymously to gauge technical growth and morale. This survey has been flagged for four years in a row as being “red” which indicates that there is a leadership issue. The other factor is a program that logs the organizations ability to do their job which has also been flagged for five years. These flags should have initiated a “Tiger Team” who would have been tasked to analyze the problem and generate courses of action to resolve the issue. However, this did not occur and business continued as is until recently when several outside agency inquisitions

Due to the fact that these issues have been allowed to go on for so long this organization will need to undergo a major transformation. Group productivity is directly affected by the level of buy in from the employees towards change that will depict the ability to change. The need for change in this Squadron was identified and mainly comes from the job placement for specific skillsets and those who lead them. If change can be effectively implemented in this specific area, the rating of this Squadron will go from below satisfactory to an above satisfactory rating. The process of change for this organization can be created utilizing Kotter’s 8-step approach towards organizational change.

The first issue identified was the job placement for specific skillsets. A sense of urgency for this situation needs to be recognized and immediate work to rectify the issue to ensure no further damage or loss to technical ability is endured. The placement of unskilled members in critical areas has caused a relay of badly trained personnel that cannot do their job correctly. The second

By taking note of these items the change process can be improved and adjusted this step is called consolidating gains and produce more change. Yes, this will produce more change efforts but employees will be more familiar with the need for the modification. They can do this by utilizing their number one assets, the employees, they will know if a management structure or section structure would be better served differently or whether policies need updating to match the vision. The plan implementation will result in immediate improvements such as having more mission qualified and skilled personnel, a more structured work force, and a better understanding of what is expected to progress. In addition, a query can be taken to ascertain if anyone assigned to the squadron has special skills to assist in this project because “a person that operates in a space of presence can exercise greater influence on their environment, and becomes truly pro-active” (Gardner, 2010). Being proactive and actively seeking subject matter experts or even individuals that have experienced similar situations will have great insight to add but the organization would not know there assets if they do not inquire. Once these accomplishments are consolidated, the new approach can be anchored into the culture by documenting change the