Book change leaders roadmap
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The book outlines a change process model for leading conscious transformation, with three types of change: development, transition, and transformation. The model provides guidance for navigating complex transformation in a thoughtful way, rather than rigid rules. It emphasizes designing strategies to minimize negative impacts on people and respond to their reactions. Leaders cannot plan every step upfront and must learn through doing, with an emphasis on vision, commitment, communication and temporary structures to support the interim needs of change.
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Kotter (1996) is a foundational author in the conversation of change management. His eight- step change management model is probably the most noted and quoted dialog for change implementation. Within this model we are reminded that there are specific actions that must be considered for change to be meaningful and ultimately sustainable. Developing the need for urgency and ensuring that the initiative meets the vision of the organization will help facilitate ownership by staff and ultimately embed the change in the culture. Each change initiative warrants its own model for success. What works in one situation may not necessarily work in another. However, without properly designed change models and an indicated process there quite possibly will be gaps in the implementation that could cause the initiative to fail. A collaborative effort throughout the organization promotes the concept of importance and inclusion. Cingoranelli (2003) believes that good communication is the key to a successful change process. It is alleged that the message of change must be communicated by the leader no less than seven times before most people will begin to believe that change is taking place or understand the concept of the change initiative itself. Being mindful of the individual perceptions of the change, the leader must refrain from presenting the lofty pie-in-the sky concept and make the change pertinent to those whose role it will be to make it work.
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Running head DOCTORAL QUALIFYING EXAMINATION PAGE 1DOC.docx
Running head: DOCTORAL QUALIFYING EXAMINATION PAGE 1
DOCTORAL QUALIFYING EXAMINATION PAGE 43
Doctoral Qualifying Examination
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The Doctorate program in business administration for first year of University focuses on the introduction of the various concepts of leading change, marketing strategy and consumer behavior, finance for managers, a management strategy for performance, business intelligence and global economics. This paper mainly includes all the evidence of the concepts which are learned in the four courses of my first year such as leading change, business intelligence and information systems, management strategy for performance, marketing strategy and consumer behavior in the order it has been given.
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Kotter (1996) is a foundational author in the conversation of change management. His eight- step change management model is probably the most noted and quoted dialog for change implementation. Within this model we are reminded that there are specific actions that must be considered for change to be meaningful and ultimately sustainable. Developing the need for urgency and ensuring that the initiative meets the vision of the organization will help facilitate ownership by staff and ultimately embed the change in the culture. Each change initiative warrants its own model for success. What works in one situation may not necessarily work in another. However, without properly designed change models and an indicated process there quite possibly will be gaps in the implementation that could cause the initiative to fail. A collaborative effort throughout the organization promotes the concept of importance and inclusion. Cingoranelli (2003) believes that good communication is the key to a successful change process. It is alleged that the message of change must be communicated by the leader no less than seven times before most people will begin to believe that change is taking place or understand the concept of the change initiative itself. Being mindful of the individual perceptions of the change, the leader must refrain from presenting the lofty pie-in-the sky concept and make the change pertinent to those whose role it will be to make it work.
Change is multidimensional and requires a framework from both the constructive aspect and a personalized psychological dynamic (Rusly, Comer, & Sun, 2012). Change readiness is pivotal to the overall outcomes. Change readiness comes through precise and logical communication with all shareholders and stakeholders of the change effort. Understanding the context of change is important to being able to identify the gaps of continuity and sustainability. Managers who ignore the underlying factors that individuals use to process change will find themselves playing catch-up down the line.
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Part I: Portfolio of CLA 2’s
CLA 2 Introduction: Course #1
Throughout the Leading change course we were introduced to the concepts of managing change, images of change management, why change? Contemporary pressures and drivers, vision and the direction of change, change communication strategies, organization development and sense-making approach, sustaining change versus initiative decay. This CLA2 paper offers proof of ability as IT Manager implement change in the organization. As agile transformation Leader in leading change and providing vision and sense of direction of change. This course has provided the ability to implement change in agile transformation and develop change management strategy by successful implementation of the change through entire enterprise level. Change is inevitable in the business world. Leading change is not an easy task and most of the change management processes have failed in the recent past due to various reasons. Effective team leaders are prerequisite in ensuring that the change is achieved within the stipulated time. Generally, leaders must cultivate the skills for assimilating change, providing expectedness and assist others to understand the integral risks, advantages, and reasons behind a certain change. The history of leading change which can be traced from 1960-2012 will be discussed in this paper. Moreover, various leadership styles and how they impact change in organizations will also be incorporated. Change process cannot be achieved without resistance in the workplace and this is also taken care of. Motivations for change are essential because they play fundamental roles in achieving changes. Furthermore, leading change as an individual is not easy since it requires much competence and skills. Lastly, success factors of implementing change process and its benefits are of great importance in organizations.
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We present here a comparison of five popular models. By no means is this list complete. The complexity and unpredictability of human behavior will ensure that the field of change management will continuously produce more frameworks to study and more models to adopt.
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Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
Change Process Models
There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
Change Management in Adult EducationalOrganizations A Slove.docx
Change Management in Adult Educational
Organizations: A Slovenian Case Study
Romana Martinčič
Successful implementing and managing of change is urgently necessary
for each adult educational organization. During the process, leading
of the staff is becoming a key condition and the most significant fac-
tor. Beside certain personal traits of the leader, change management
demands also certain leadership knowledges, skills, versatilities and be-
haviour which may even border on changing the organizational culture.
The paper finds the significance of certain values and of organizational
climate and above all the significance of leadership style which a leader
will adjust to the staff and to the circumstances. The author presents a
multiple qualitative case study of managing change in three adult edu-
cational organizations. The paper finds that factors of successful lead-
ing of change exist which represent an adequate approach to leading the
staff during the introduction of changes in educational organizations.
Its originality/value is in providing information on the important re-
lationship between culture, leadership styles and leader’s behaviour as
preconditions for successful implementing and managing of strategic
change.
Key Words: change management, educational organization, leadership,
process of changes, qualitative research
jel Classification: i10, m10
Introduction
The only constant of the time we live in are the changes in all areas of our
life and work. They are incited by a number of factors: technological ad-
vancement, changed expectations and needs of the clients, changed mar-
ket conditions, changing of legislation, changed social values etc. (Paton
and McCalman 2000); no organization – large or small, local or global
– is immune to change (Kotter 1998b). Educational organization must
follow the opportunities and avoid the threats which occur in the con-
temporary turbulent environment. The changing of legislation and reg-
ulation of education entails change implementation in a special manner
‘from the top downwards.’ An educational organization has little or no
Romana Martinčič is a Director’s Human Resources Assistant at the
University Clinic of Respiratory and Allergic Diseases Golnik, Slovenia
Managing Global Transitions 8 (1): 79–96
80 Romana Martinčič
influence on such change. Its task is more or less to respond to change, as
it has no choice but to operate in accordance with the rules. Much more
interesting for the long term efficiency of an organization is the change
that originates from the organization itself as a premeditated, planned
activity caused by various reasons: fewer pupils and students, young or
adults, the need to improve the quality in education or to introduce new
formal or informal forms of education etc.
Several authors (Fullan 2001; Bukovec 2005; Coleman 1994; Drucker
1999; Kotter and Cohen 2003; Tracy 1999) claim that successful imple-
menting and managing of change depends on the lead ...
Back to the future revisitingKotter’s 1996 change model.docx
Back to the future: revisiting
Kotter’s 1996 change model
Steven H. Appelbaum
John Molson School of Business, Concordia University, Montreal, Canada
Sally Habashy
P \S \L Group, Montreal, Canada
Jean-Luc Malo
Ergoplan, Montreal, Canada, and
Hisham Shafiq
Oracle Corporation, Montreal, Canada
Abstract
Purpose – The purpose of this paper is to gather current (2011) arguments and counterarguments in
support of the classic change management model proposed by John P. Kotter in his 1996 book Leading
Change. His work was based on his personal business and research experience, and did not reference
any outside sources that has questioned its value. A current perspective on a limited tested model aims
to be a focus of this paper.
Design/methodology/approach – The literature on change management was reviewed for each of
the eight steps defined in Kotter’s model, to review how much support each of these steps had,
individually and collectively, in 15 years of literature.
Findings – The review found support for most of the steps, although no formal studies were found
covering the entire spectrum and structure of the model. Kotter’s change management model appears
to derive its popularity more from its direct and usable format than from any scientific consensus on
the results. However the model has several limitations, that are identified, impacting upon its universal
acceptance and popularity.
Research limitations/implications – Further studies should examine the validity of Kotter’s model
as a whole. More importantly, change management research should form a greater link with
stakeholders in order to translate current research into a format usable by practitioners.
Practical implications – No evidence was found against Kotter’s change management model
and it remains a recommendable reference. This paper attempts to “test” the “how-to-do-change
management” with empirical and practitioner literature that was not evident in the original text. The
model would be most useful as an implementation planning tool, but complementary tools should also
be used during the implementation process to adapt to contextual factors or obstacles.
Originality/value – Based upon a thorough review, this is the first formal review of Kotter’s change
management model, 15 years after its introduction.
Keywords Change management, Organizational change, Corporate strategy, Empowerment,
Engagement, Vision, Management
Paper type Conceptual paper
Introduction
Businesses are constantly required to adapt to a changing environment in order to
maintain their position in the market and even more so if they are to truly grow
(Biedenbacha and Soumlderholma, 2008). Changes are an inevitable part of the current
market. The current rate of technological advancement and growing global
competition lets us foresee a continuing need for change in the future (Armenakis
and Harris, 2009). Many authors argue that change never starts because it never stops
(Weick and Quinn, 1999). Many organiza.
In a few sentences summarize the key takeaway from chapter 3, 4 &
In a few sentences summarize the key takeaway from chapter 3, 4 & 5 then continue to answer the following:
1. What is our personal abyss, and according to Haldeman, what are we afraid of?
2. How have recent events placed your organization at an impasse? Could you or your organizations have been more prepared for the impasse? In what sense? Which people and organizations are most likely to be unprepared and have the hardest time?
3. Think of and ask a discussion question back to your cohort group.
Please see Chapters Below
CHAPTER THREE
Change Process and Models
William J. Rothwell, Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue
A model for change is a simplified representation of the general steps in initiating and carrying out a change process. It is rooted in solid research and theory. Managers and consultants, when demonstrating the competencies of an OD practitioner, are well-advised to rely on a model for change as a compass to show them the direction in which to lead the change effort and change process. In this chapter, we review numerous models to guide the change process.
AN OVERVIEW OF KEY MODELS FOR ORGANIZATIONAL CHANGE The change models we share rely primarily on a normative, reeducative, and innovative approach to behavioral change. They are (1) the traditional action research model, (2) Appreciative Inquiry, and (3) an evolving view of the action research model. The Traditional Action Research Model Action research has long been the foundation for many change efforts. It is properly regarded as a philosophy, a model, and a process. Like any change model, action research is a simplified representation of the complex activities that 42
CHANGE PROCESS AND MODELS 43 should occur in a change effort if it is to be participative, engaging, and empowering for those affected by it. The model serves as a compass to consultants facilitating change. While it does not tell consultants, managers, or workers exactly what to do in a paint-by-the-numbers fashion, it provides a process whereby the consultant and client can jointly inquire and decide what change is required. It helps consultants track where they are and where they are going. While the action research model has been depicted in different ways, the depictions of it share common characteristics. Figure 3.1 illustrates a general model of action research. Action research may also be understood as a process of continuing events and actions. In a classic description, French and Bell (1990) defined this interpretation of action research as "The process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data" (99). One way to think about the traditional action re ...
Organizational change in transition period
As the Greek philosopher Heraclitus (525 – 475BC) pointed out: change alone is unchanging. Nowhere is this truer than in corporate North America. Globalization; quantum leaps in technology; mergers and acquisitions; shifting markets and client demands; and, significant changes in the workforce make changing to survive a strategic imperative. All organizations need to have a greater reach, be in more places, be aware of regional and cultural differences, and integrate coherent strategies for different markets and communities. (Kanter, 1999) Failure to change, to change rapidly enough, or to make the right changes, has turned corporate giants into subsidiaries, seemingly overnight. With change having been a constant for over 2500 years, why are businesses still so bad at managing it? Why do so many change initiatives wither and die leaving only confusion and mangled processes in their wake? This paper explores some of the reasons corporate change programs fail and offers some ideas as to how organizations institutionalize change to become a constantly evolving success story.
Change is the future
Change is the future, which is created by our change.
We do understand a need to change from time to time, either from the perspective of internal (our needs and values) or external (our organizations and/or community). Our world/economy is changing (for example, the approaching Industry 4.0 era, vide:http://goo.gl/hArbDh), so do the techniques and strategies that are able to help us in managing/leading change. In this regard, successful stories must come from those who understand the basics of change; those who are able to lead and/or accept changes; and those who proactively create the changes necessary that could ultimately bring even better future.
Is change so hard? Here, an understanding of change and the necessary techniques should be able to help facilitate our diagnosis, acceptance, leadership, and/or creation of changes. To this end, these slides start with an elaboration on change, and the barriers to change. As change is a process, an understanding of the cycle, stages, consideration of change; as well as the ways of minimizing risk and cost should be able to facilitate our adaptation to change. As cost of change is playing an important role in implementing change, therefore, audiences/readers are provided with an up-to-date change equation involving cost, which is to replace the one that was adopted in 1960’s. In order that change strategy can be successfully implemented, a simple, pragmatic, and innovated approach for managing change is introduced, with focus be placed on facilitating us in adapting and/or leading change. Furthermore, attention is drawn to the recipes of a successful change, which is attributable to an understanding and combination of leadership, vision, communication, training, fairness, trust, care, respect, culture, and change agents.
More specifically, in terms of strategic model and techniques for managing change, the P.O.L.I.C.E. leadership model helps plan and lead change effectively, whereas those strategic analysis tools help diagnose and unveil any barrier and/or inducement to change. Here, SWOT analysis is replaced by TOWS analysis, which serves to prioritize those threats and opportunities that around us, whereby we could take advantage of opportunities and minimize threats by exploiting our strengths and overcoming our weaknesses. In addition, the use of feedback analysis serves to preview, assess, and judge the facts, variables, and/or consideration prior to deciding a change. For the sake of a post-change assessment, feedback analysis is employed to review the judgement and decision-making in such a change, as well as those pros and coins arising from that change, so as to ascertain whether/what change plan/strategies have to be fine-tuned/revised respectively.
Lastly, audiences/readers are intentionally provided with references, which allow them to refer to these crucial sources of knowledge and information about managing change for further learning.
Change management – Principles Process & Tools
Effectively facilitating change management principles, process and tools
The theory and practice of change managemen
Definition
Why Change?
Understanding Change
Reasons for Change
Change Models
Leading and Managing Change
Communicating Change
Reasons for Failure
BUS503, Module 4 - HomeThe Cycle of Change” ModelModular Le.docx
BUS503, Module 4 - Home
The “Cycle of Change” Model
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Examine how the steps in the Cycle of Change Model were employed by a familiar organization to undertake a successful major organizational change.
•SLP ◦Examine how the material included in a journal article or textbook chapter that is of interest to the student may be applied to a personal or workplace change.
Module Overview
In this final module of the course, we will visit the Cycle of Change Model. There are six (6) distinct steps in this model of change, each of which we will discuss in-depth. The Cycle of Change Model encompasses the notion of “Change Management,” as well as the familiar process of “Project Management.” At the outset of the change process, a “driver” is identified, the change as a concept is made tangible (i.e., the systems, people, and processes are made tangible) and operationalized. The change is delivered and as stated by Campbell (2014), the change is propagated. Change is successful to the degree that the value (or benefits) recognized by the organization are the same or better than the value (benefits) stated at the outset of the organizational change and transformation process.
Clearly, excellent leadership is central to any organizational change or transformation. Excellent leadership is inspirational. It motivates (inspires) the organization’s people to assume an active role in the organizational change, in order that the value and benefits (outcomes) anticipated at the outset of the change management process are realized.
de Souza Watters, A. (2016, May 3). Abridged research report: A leader’s role in evoking inspiration in organisations. Civil Service College – Singapore. Retrieved from https://www.cscollege.gov.sg/Knowledge/Pages/Leadersroleininspiration.aspx
Module 4 - Background
The “Cycle of Change” Model
Required Reading
In Module 4, we will discuss the steps associated with organizational change:
1.Direct the change: The organization is focused toward a specific outcome or result; the nature of the change is clearly articulated and is universally agreed upon.
2.Drive the change: The vision is made known; the organization’s people are made aware of—and begin to take ownership of—the change. Driving the change is the process of ensuring that the people who are responsible are energized (momentum is the operative word at this stage of change). A single individual (the “driver”) of the change is identified.
3.Deliver the change: The change transitions from a concept to a tangible plan. It is at this stage the Project Management begins; the right people, systems and processes are identified and become involved in the change.
4.Prepare for the change: Prepare people; prepare the environment. This stage requires “Change Management” (management of change) and a “Change Manager.” The organization’s people must be rece ...
WHY SOME ORGANISATIONAL CHANGES PERSIST
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
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Change ModelsDifferent models have been developed to help plan f.docx
Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
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There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
Change Management in Adult EducationalOrganizations A Slove.docx
Change Management in Adult Educational
Organizations: A Slovenian Case Study
Romana Martinčič
Successful implementing and managing of change is urgently necessary
for each adult educational organization. During the process, leading
of the staff is becoming a key condition and the most significant fac-
tor. Beside certain personal traits of the leader, change management
demands also certain leadership knowledges, skills, versatilities and be-
haviour which may even border on changing the organizational culture.
The paper finds the significance of certain values and of organizational
climate and above all the significance of leadership style which a leader
will adjust to the staff and to the circumstances. The author presents a
multiple qualitative case study of managing change in three adult edu-
cational organizations. The paper finds that factors of successful lead-
ing of change exist which represent an adequate approach to leading the
staff during the introduction of changes in educational organizations.
Its originality/value is in providing information on the important re-
lationship between culture, leadership styles and leader’s behaviour as
preconditions for successful implementing and managing of strategic
change.
Key Words: change management, educational organization, leadership,
process of changes, qualitative research
jel Classification: i10, m10
Introduction
The only constant of the time we live in are the changes in all areas of our
life and work. They are incited by a number of factors: technological ad-
vancement, changed expectations and needs of the clients, changed mar-
ket conditions, changing of legislation, changed social values etc. (Paton
and McCalman 2000); no organization – large or small, local or global
– is immune to change (Kotter 1998b). Educational organization must
follow the opportunities and avoid the threats which occur in the con-
temporary turbulent environment. The changing of legislation and reg-
ulation of education entails change implementation in a special manner
‘from the top downwards.’ An educational organization has little or no
Romana Martinčič is a Director’s Human Resources Assistant at the
University Clinic of Respiratory and Allergic Diseases Golnik, Slovenia
Managing Global Transitions 8 (1): 79–96
80 Romana Martinčič
influence on such change. Its task is more or less to respond to change, as
it has no choice but to operate in accordance with the rules. Much more
interesting for the long term efficiency of an organization is the change
that originates from the organization itself as a premeditated, planned
activity caused by various reasons: fewer pupils and students, young or
adults, the need to improve the quality in education or to introduce new
formal or informal forms of education etc.
Several authors (Fullan 2001; Bukovec 2005; Coleman 1994; Drucker
1999; Kotter and Cohen 2003; Tracy 1999) claim that successful imple-
menting and managing of change depends on the lead ...
Back to the future revisitingKotter’s 1996 change model.docx
Back to the future: revisiting
Kotter’s 1996 change model
Steven H. Appelbaum
John Molson School of Business, Concordia University, Montreal, Canada
Sally Habashy
P \S \L Group, Montreal, Canada
Jean-Luc Malo
Ergoplan, Montreal, Canada, and
Hisham Shafiq
Oracle Corporation, Montreal, Canada
Abstract
Purpose – The purpose of this paper is to gather current (2011) arguments and counterarguments in
support of the classic change management model proposed by John P. Kotter in his 1996 book Leading
Change. His work was based on his personal business and research experience, and did not reference
any outside sources that has questioned its value. A current perspective on a limited tested model aims
to be a focus of this paper.
Design/methodology/approach – The literature on change management was reviewed for each of
the eight steps defined in Kotter’s model, to review how much support each of these steps had,
individually and collectively, in 15 years of literature.
Findings – The review found support for most of the steps, although no formal studies were found
covering the entire spectrum and structure of the model. Kotter’s change management model appears
to derive its popularity more from its direct and usable format than from any scientific consensus on
the results. However the model has several limitations, that are identified, impacting upon its universal
acceptance and popularity.
Research limitations/implications – Further studies should examine the validity of Kotter’s model
as a whole. More importantly, change management research should form a greater link with
stakeholders in order to translate current research into a format usable by practitioners.
Practical implications – No evidence was found against Kotter’s change management model
and it remains a recommendable reference. This paper attempts to “test” the “how-to-do-change
management” with empirical and practitioner literature that was not evident in the original text. The
model would be most useful as an implementation planning tool, but complementary tools should also
be used during the implementation process to adapt to contextual factors or obstacles.
Originality/value – Based upon a thorough review, this is the first formal review of Kotter’s change
management model, 15 years after its introduction.
Keywords Change management, Organizational change, Corporate strategy, Empowerment,
Engagement, Vision, Management
Paper type Conceptual paper
Introduction
Businesses are constantly required to adapt to a changing environment in order to
maintain their position in the market and even more so if they are to truly grow
(Biedenbacha and Soumlderholma, 2008). Changes are an inevitable part of the current
market. The current rate of technological advancement and growing global
competition lets us foresee a continuing need for change in the future (Armenakis
and Harris, 2009). Many authors argue that change never starts because it never stops
(Weick and Quinn, 1999). Many organiza.
In a few sentences summarize the key takeaway from chapter 3, 4 &
In a few sentences summarize the key takeaway from chapter 3, 4 & 5 then continue to answer the following:
1. What is our personal abyss, and according to Haldeman, what are we afraid of?
2. How have recent events placed your organization at an impasse? Could you or your organizations have been more prepared for the impasse? In what sense? Which people and organizations are most likely to be unprepared and have the hardest time?
3. Think of and ask a discussion question back to your cohort group.
Please see Chapters Below
CHAPTER THREE
Change Process and Models
William J. Rothwell, Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue
A model for change is a simplified representation of the general steps in initiating and carrying out a change process. It is rooted in solid research and theory. Managers and consultants, when demonstrating the competencies of an OD practitioner, are well-advised to rely on a model for change as a compass to show them the direction in which to lead the change effort and change process. In this chapter, we review numerous models to guide the change process.
AN OVERVIEW OF KEY MODELS FOR ORGANIZATIONAL CHANGE The change models we share rely primarily on a normative, reeducative, and innovative approach to behavioral change. They are (1) the traditional action research model, (2) Appreciative Inquiry, and (3) an evolving view of the action research model. The Traditional Action Research Model Action research has long been the foundation for many change efforts. It is properly regarded as a philosophy, a model, and a process. Like any change model, action research is a simplified representation of the complex activities that 42
CHANGE PROCESS AND MODELS 43 should occur in a change effort if it is to be participative, engaging, and empowering for those affected by it. The model serves as a compass to consultants facilitating change. While it does not tell consultants, managers, or workers exactly what to do in a paint-by-the-numbers fashion, it provides a process whereby the consultant and client can jointly inquire and decide what change is required. It helps consultants track where they are and where they are going. While the action research model has been depicted in different ways, the depictions of it share common characteristics. Figure 3.1 illustrates a general model of action research. Action research may also be understood as a process of continuing events and actions. In a classic description, French and Bell (1990) defined this interpretation of action research as "The process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data" (99). One way to think about the traditional action re ...
Organizational change in transition period
As the Greek philosopher Heraclitus (525 – 475BC) pointed out: change alone is unchanging. Nowhere is this truer than in corporate North America. Globalization; quantum leaps in technology; mergers and acquisitions; shifting markets and client demands; and, significant changes in the workforce make changing to survive a strategic imperative. All organizations need to have a greater reach, be in more places, be aware of regional and cultural differences, and integrate coherent strategies for different markets and communities. (Kanter, 1999) Failure to change, to change rapidly enough, or to make the right changes, has turned corporate giants into subsidiaries, seemingly overnight. With change having been a constant for over 2500 years, why are businesses still so bad at managing it? Why do so many change initiatives wither and die leaving only confusion and mangled processes in their wake? This paper explores some of the reasons corporate change programs fail and offers some ideas as to how organizations institutionalize change to become a constantly evolving success story.
Change is the future
Change is the future, which is created by our change.
We do understand a need to change from time to time, either from the perspective of internal (our needs and values) or external (our organizations and/or community). Our world/economy is changing (for example, the approaching Industry 4.0 era, vide:http://goo.gl/hArbDh), so do the techniques and strategies that are able to help us in managing/leading change. In this regard, successful stories must come from those who understand the basics of change; those who are able to lead and/or accept changes; and those who proactively create the changes necessary that could ultimately bring even better future.
Is change so hard? Here, an understanding of change and the necessary techniques should be able to help facilitate our diagnosis, acceptance, leadership, and/or creation of changes. To this end, these slides start with an elaboration on change, and the barriers to change. As change is a process, an understanding of the cycle, stages, consideration of change; as well as the ways of minimizing risk and cost should be able to facilitate our adaptation to change. As cost of change is playing an important role in implementing change, therefore, audiences/readers are provided with an up-to-date change equation involving cost, which is to replace the one that was adopted in 1960’s. In order that change strategy can be successfully implemented, a simple, pragmatic, and innovated approach for managing change is introduced, with focus be placed on facilitating us in adapting and/or leading change. Furthermore, attention is drawn to the recipes of a successful change, which is attributable to an understanding and combination of leadership, vision, communication, training, fairness, trust, care, respect, culture, and change agents.
More specifically, in terms of strategic model and techniques for managing change, the P.O.L.I.C.E. leadership model helps plan and lead change effectively, whereas those strategic analysis tools help diagnose and unveil any barrier and/or inducement to change. Here, SWOT analysis is replaced by TOWS analysis, which serves to prioritize those threats and opportunities that around us, whereby we could take advantage of opportunities and minimize threats by exploiting our strengths and overcoming our weaknesses. In addition, the use of feedback analysis serves to preview, assess, and judge the facts, variables, and/or consideration prior to deciding a change. For the sake of a post-change assessment, feedback analysis is employed to review the judgement and decision-making in such a change, as well as those pros and coins arising from that change, so as to ascertain whether/what change plan/strategies have to be fine-tuned/revised respectively.
Lastly, audiences/readers are intentionally provided with references, which allow them to refer to these crucial sources of knowledge and information about managing change for further learning.
Change management – Principles Process & Tools
Effectively facilitating change management principles, process and tools
The theory and practice of change managemen
Definition
Why Change?
Understanding Change
Reasons for Change
Change Models
Leading and Managing Change
Communicating Change
Reasons for Failure
BUS503, Module 4 - HomeThe Cycle of Change” ModelModular Le.docx
BUS503, Module 4 - Home
The “Cycle of Change” Model
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Examine how the steps in the Cycle of Change Model were employed by a familiar organization to undertake a successful major organizational change.
•SLP ◦Examine how the material included in a journal article or textbook chapter that is of interest to the student may be applied to a personal or workplace change.
Module Overview
In this final module of the course, we will visit the Cycle of Change Model. There are six (6) distinct steps in this model of change, each of which we will discuss in-depth. The Cycle of Change Model encompasses the notion of “Change Management,” as well as the familiar process of “Project Management.” At the outset of the change process, a “driver” is identified, the change as a concept is made tangible (i.e., the systems, people, and processes are made tangible) and operationalized. The change is delivered and as stated by Campbell (2014), the change is propagated. Change is successful to the degree that the value (or benefits) recognized by the organization are the same or better than the value (benefits) stated at the outset of the organizational change and transformation process.
Clearly, excellent leadership is central to any organizational change or transformation. Excellent leadership is inspirational. It motivates (inspires) the organization’s people to assume an active role in the organizational change, in order that the value and benefits (outcomes) anticipated at the outset of the change management process are realized.
de Souza Watters, A. (2016, May 3). Abridged research report: A leader’s role in evoking inspiration in organisations. Civil Service College – Singapore. Retrieved from https://www.cscollege.gov.sg/Knowledge/Pages/Leadersroleininspiration.aspx
Module 4 - Background
The “Cycle of Change” Model
Required Reading
In Module 4, we will discuss the steps associated with organizational change:
1.Direct the change: The organization is focused toward a specific outcome or result; the nature of the change is clearly articulated and is universally agreed upon.
2.Drive the change: The vision is made known; the organization’s people are made aware of—and begin to take ownership of—the change. Driving the change is the process of ensuring that the people who are responsible are energized (momentum is the operative word at this stage of change). A single individual (the “driver”) of the change is identified.
3.Deliver the change: The change transitions from a concept to a tangible plan. It is at this stage the Project Management begins; the right people, systems and processes are identified and become involved in the change.
4.Prepare for the change: Prepare people; prepare the environment. This stage requires “Change Management” (management of change) and a “Change Manager.” The organization’s people must be rece ...
WHY SOME ORGANISATIONAL CHANGES PERSIST
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
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