Ecstasy abuse prevention using Kotter and Cohen's change model

Effecting Change

The use of ecstasy amongst ravers has become a very distressing trend in the United States. Ecstasy is a synthetic psychoactive drug assigned the scientific term 3, 4-methylenedioxy-methamphetamine. In view of the pervasive abuse of the drug, the primary objective of this study is to create a non-profit organization is to provide authentic, unbiased information highlighting the dangers of excessive consumption of ecstasy. As part of the study, a fictitious non-profit organization identified as Responsible Ravers will focus on reducing the number of people overdosing at raves by urging them to make better decisions and stay safe and healthy. Responsible Ravers enforces a new dynamic of change as espoused in Kotter and Cohen's the Heart of Change Real: Life Stories of How People Change Their Organizations. Kotter and Cohen refer to this model of change as the "see-feel-change" dynamic. The see-feel-change model stimulates action, sparking people's emotions by showing them persuasive reasons for change. This model of change draws from eight steps towards effective change.

Research Questions

How prevalent is the problem of ecstasy abuse amongst ravers?

Do ravers recognize the health risks and consequences associated with excessive consumption of the drug?

What is the most plausible means of reducing the number of people overdosing on the drug?

Effecting Change

Those who have tried to change a certain habit or pervasive pattern of behavior understand how difficult it is to actualize change. Most people believe that effecting change takes making people think differently; this is not the case. Change, at least according to Dan Cohen and John Kotter, happens when people begin to feel -- rather than think -- differently (Kotter & Cohen, 2002). In the Heart of Change Real: Life Stories of How People Change Their Organizations, Cohen and Kotter espouse that in order to achieve change one has to appeal more to the heart rather than the mind. Their viewpoint revolves around a new dynamic of change, which they refer to as the "see-feel- change" dynamic. The see-feel-change stimulates action, sparking people's emotions by showing them persuasive reasons for change. This model of change draws from eight steps towards effective change. In their book, Cohen and Kotter have case studies of companies that effect change with help of the eight-step criteria highlighted as follows.

To begin with, create a sense of urgency in a way that prompts people to understand that things are at a home stretch. This sense of urgency insists the need for change. Second, pull together a team to guide change. This team has to be properly motivated ad equally powerful to effect change. Third, create simple and articulate uplifting visions. Fourth, communicate these visions through motivational, heart-felt messages. Here, it is always advisable to create an atmosphere of change through the relevant channels so that people begin to buy into the change. The fifth step involves empowering the concerned parties by helping remove any foreseeable inhibitors of change such as institutional failures. Next, create short-term milestone goals and objectives to create momentum for effecting change in the long-term. The next step is to maintain this momentum. The final step involves making change stick; nurture the culture of change as an integral part of the team's vision (Kotter & Cohen, 2002).

Ecstasy: The Drug in Question

MDMA (3 4-methylenedioxy-methamphetamine) is the scientific term for the synthetic, psychoactive drug commonly referred to as ecstasy. Ecstasy has striking similarities to both the hallucinogen mescaline and the stimulant amphetamine. Following intensive study into the effects of ecstasy, scientists found that pervasive consumption of the drug produces feelings of heightened energy, emotional warmth, euphoria, and empathy toward others. Likewise, they found that ecstasy distorts the sense of time as well as sensory perception. Studies project that ecstasy was initially a popular drug among Caucasian young adults and adolescents who habitually raved at nightclubs, long dance parties and speakeasy clubs. Presently, though, ecstasy abuse traverses a broader range of users (Schwartz & Miller, 1997).

The typical consumption of the drug otherwise known as ecstasy is oral, usually as a tablet or capsule. A wide range of studies indicates that the effects of MDMA typically last approximately 4 to 6 hours. It is common though, according to the studies, for obsessive ecstasy users to take another dose once the effect of the first one starts to fade. The consumption of ecstasy often goes hand in hand with the consumption of other drugs. Various studies indicate that most urban culprits abuse ecstasy as part of a multiple-drug experience including heroin, crack, cocaine, ketamine, methamphetamine, GHB, and sildenafil (Viagra), an erectile-dysfunction drug (Montgomery & Fisk, 2008).

Creating a Sense of Urgency

The first step, in the see, feel, change methodology as mentioned earlier is to create a sense of urgency. Creating a sense of urgency is all about perception, attitude and willpower. Once people are properly motivated, they develop the willpower to be the drivers of change (Kotter & Cohen, 2002). During this phase, Responsible Ravers ought to invest heavily in widespread campaigning on the dangers of ecstasy abuse, which would be the Responsible Ravers mantra. The goal here is to insist that things are at a homestretch; if people fail to act without hesitation, the situation could only get worse. This phase involves sensitizing ravers about the adverse effects of consuming ecstasy by providing facts about the drug. Some of the most plausible means of sensitizing the public would be through social media. Social media has recently become more effective that he mainstream media as a means of disseminating information since it traverses a vast cross-section of people. The younger generations have turned to Facebook, Twitter and You Tube as part of their day-to-day social interactions. This, in turn, transforms social media into a very effective tool of propagating change. Responsible Ravers ought to invest heavily on social media. Ravers ought to beware of the dangers of consuming MDMA so that they can develop the willpower to change their attitude towards the drug. Civic education is very vital in this stage; culprits need to know what they are exposing themselves to while indulging in this deadly habit. For instance, according to studies conducted under the auspices of the American Medical Association, MDMA causes a surge of serotonin, which depletes the brain capacity to concentrate and think rationally. Some of the adverse effects of MDMA include depression, confusion, lack of sleep (apnea), anxiety, and pathological craving for drug consumption. These side effects may occur immediately after consuming the drug or later on as the culprit continually abuses the drug. The study also indicated that some heavy ecstasy users may experience lifelong sleep abnormalities, confusion, despair, problems with memory, and attention deficit disorders although it is likely that some of these side effects result from the combination of ecstasy, alcohol abuse and consumption of other hard drugs such as marijuana, cocaine and heroin.

The underlying principle behind creating a sense of urgency is to sensitize drug users on the dangers of ecstasy. Once they are aware of the dangers, they need to understand that reducing intake - if not quitting in entirety - is a matter of life and death (Kotter & Cohen, 2002).

Building a Guiding Team

The rationale behind the formation of Responsible Ravers, once again, is to provide organized and unbiased information that sheds light on the dangers of ecstasy abuse to help ravers make better decisions and stay safe and healthy. This is the organizational mantra based on the consideration that the biggest problem with ravers who abuse ecstasy is ignorance of what they are putting themselves into; some are unaware of the real dangers of the drug.

After creating a sense of urgency, the next step involves putting together a formidable team to guide change within the organization. The major function of this team is to bring about behavioral change through attitude adjustment (Kotter & Cohen, 2002). Under proper leadership, a formidable guiding team can mobilize young people to become ravers who are more responsible. The way to achieve this is by making it seem more fashionable not to indulge in drug use since some of the culprits engage in drug abuse under the impression that it is a fashionable trend.

To achieve the mantra of Responsible Ravers, therefore, a select committee of individuals would be very helpful in effecting such a campaign. The leader of the select committee should be authoritative and charismatic in a way that they can communicate the urgency of change effectively without prejudice. Only a charismatic, transformational and authoritative leader would lead the team towards the path of change. A formidable team, on the other hand, helps team members brainstorm the issue at hand, in this case, how to reduce the number of ravers overdosing on MDMA. In light of this concern, the team will formulate a plan along with the appropriate mechanism to help deal with the problem. With the realization that teamwork thrives through collective participation, the underlying principle of Responsible Ravers will be to ensure everybody feels that they are part of team. Once people feel that they are on the same page with others, it becomes easy to work towards a common objective. The Responsible Ravers guiding team will have to invest heavily in social media since people nowadays tend to pay much attention to popular social networking sites. When it is coming from Facebook or Twitter, they are more likely to listen; otherwise, they simply would not care.

Getting the Vision Right

After putting in place a formidable team of experts to lead change, the next milestone for Responsible Ravers would be to create simple and articulate uplifting visions (Kotter & Cohen, 2002). Ecstasy is an extremely addictive drug; studies from the National Institute on Drug Abuse indicate that an estimated 43% of those who consume it meet the criteria for MDMA dependence. Those who use the drug often experience severe withdrawal symptoms once they try to quit. This, in turn, makes quitting ecstasy an extremely difficult experience; some of the withdrawal symptoms include panic attacks, delusions of grandeur, lack of sleep (apnea) and attention deficit disorders.

The vision is to empower ecstasy users to quit -- or at least minimize -- their drug intake. To achieve this vision, treatment solutions are recommended. The goal is to empower drug users to stay clean with the help of the proper rehabilitation program. The advantage of drug rehab is that it offers medically supervised detox, which eases and eliminates the difficulty of quitting ecstasy with minimal withdrawal symptoms. While setting the vision right, it is important to emphasize the essence of group counseling. The goal of group counseling is to aid recovering ecstasy addicts from relapsing while helping others participate in intensive therapy in bid to establish the root causes of their addiction. Upon setting the vision straight, it becomes easier to focus on actualizing the objectives (Kotter & Cohen, 2002).

Communicating the Vision

Getting the vision right is just the first step. Communicating the vision through motivational, heart-felt messages is the only way towards realization of the visions. According to Kotter and Cohen, successful change efforts involve communicating the vision so that many people begin to buy in the need for change. The objective is to get as many people as possible acting towards transforming the vision into reality (Kotter & Cohen, 2002). As for Responsible Ravers, the vision is to empower drug users -- especially those who overdose on ecstasy -- to quit or at least reduce their intake. With the help of the guiding team established earlier under step 2, Responsible Ravers will be able to communicate this vision to all the concerned parties. This involves matching words with deeds. To do this, team members have to help each other transform the vision into action. For instance, if the vision for Responsible Ravers is to reduce the number of ravers overdosing on ecstasy, it is always important to ask whether the organizational trend is consistent with the vision as laid out in the organizational objectives. How much has the organization empowered ravers to abandon the habit? If not, what is the most plausible course of action to ensure that the organization is back on the tracks of realizing the vision(s). In essence, in order to effect change, it is always imperative to communicate these visions through motivational, heart-felt messages. During this phase, it is always advisable to create an atmosphere of change through the relevant channels so that people begin to buy into the change (Kotter & Cohen, 2002).

Empowering Action

The fifth step involves towards effecting change involves empowering action amongst the concerned parties by helping remove any foreseeable inhibitors of change such as institutional failures (Kotter & Cohen, 2002). Empowering action amongst ecstasy consumers in a way that they abandon this habit and become clean requires overcoming all the obstacles towards recovery first. For instance, the most powerful effect of ecstasy, as in any other drug, is addiction. Studies have proved that those who indulge in drug abuse do so because, at least in part, they are addicted; as much as they want to, they just cannot stop. Addiction, as studies indicate, refers to that pathological urge to keep consuming a certain substance or chemical that alters a person's state of mind. Marijuana, cocaine, heroin, and ecstasy are amongst the hard drugs that cause substance dependence. Addiction and dependence often hinders any effort to quit the consumption of such drugs.

Addiction and dependence, in this case, are the inhibitors of change; in order to effect meaningful change, these are the obstacles to overcome. The biggest task for Responsible Ravers is to empower action by urging ravers to overcome the temptation and urge to use ecstasy. Likewise, empowering recovering addicts not to relapse is another significant challenge. The most plausible way for Responsible Ravers to realize meaningful change is to create another obsession for the culprits to sway their minds from ecstasy. For instance, venturing in sporting activities such as bowling, football, and gaming would redirect their attention from what overpowers them. However, this requires individual willpower and sense of purpose. Change must come from within otherwise all effort would be futile (Kotter & Cohen, 2002).

Creating Short-term Milestones

Change is progressive. As part of realizing long-term change, there is need to set short-term milestone goals that build momentum (Kotter & Cohen, 2002). Tangible short-term achievements often spirit the need for change within an organization by keeping critics at bay while rewarding the concerned parties and keeping their spirit alive. Some of the short-term milestones for Responsible Ravers would emerge in the form of "10 days clean" or "One Month Sober." Such milestone achievements keep the abstinence spirit alive for the culprits and motivate them towards ultimate recovery. Without this kind of milestone goal setting, overall change would be implausible.

Maintain Momentum

After achieving various milestones in the short run, it is always advisable to keep the fire burning since such achievement marks the beginning of a long road towards full change. Such short-term milestones serve as drivers of change in the end. During this stage, keeping the spirit alive is what matters the most. How would one prevent the recovering ecstasy addicts from relapsing? What are some of the inspirational quotes that would help empower change amongst them? The key towards keeping the spirit alive is motivation and inspiration usually by a charismatic and 'easy on the eyes' kind of leader. As they recover, people only need reassurance that all will be well. Reassurance goes a long way in the road towards ultimate change (Kotter & Cohen, 2002).

Making Change Stick

The final yet important milestone towards achieving change, according to Kotter and Cohen, is nurturing an atmosphere of change so that change becomes synonymous with organizational culture (Kotter & Cohen, 2002). Change becomes plausible once there is an organizational culture that provides roots for the emergence of behavioral modification through constant motivation. As for Responsible Ravers, retaining the organizational culture of abstinence from ecstasy would require a very sound behavioral regime that underscores the dangers of overdosing not only on ecstasy but also on other hard drugs often abused alongside ecstasy such as marijuana, cocaine and heroin. The ultimate goal is to nurture a drug free mentality amongst ravers and other compulsive drug users.

Conclusion

Those who have tried to change a certain habit or pervasive pattern of behavior understand how difficult it is to actualize change. Most people believe that effecting change takes making people think differently; this is not the case. Change, at least according to Dan Cohen and John Kotter, happens when people begin to feel -- rather than think -- differently (Kotter & Cohen, 2002). To begin with, create a sense of urgency in a way that prompts people to understand that things are at a home stretch. This sense of urgency insists the need for change. Second, pull together a team to guide change. This team has to be properly motivated ad equally powerful to effect change. Third, create simple and articulate uplifting visions. Fourth, communicate these visions through motivational, heart-felt messages. Here, it is always advisable to create an atmosphere of change through the relevant channels so that people begin to buy into the change. The fifth step involves empowering the concerned parties by helping remove any foreseeable inhibitors of change such as institutional failures. Next, create short-term milestone goals and objectives to create momentum for effecting change in the long-term. The next step is to maintain this momentum. The final step involves making change stick; nurture the culture of change as an integral part of the team's vision (Kotter & Cohen, 2002).