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¶ … Leading Change by John P. Kotter. Specifically, it will review, summarize, and evaluate the strengths and weaknesses of the main points in the book. Kotter's book is an interesting look at change in organizations, and how to create viable changes that will allow organizations to grow and prosper with the times.
In his book, Kotter outlines eight stages that lead to change and leadership in the organization. He breaks them up into more manageable steps that can be implemented one at a time. He calls the first four steps "defrosting" and notes they help to defrost a hardened status quo. These steps are: establishing a sense of urgency, creating the guiding coalition, developing a vision and strategy, and communicating the change vision. The next three stages help introduce new practices. They are: empowering a broad base of people to take action, generating short-term wins, and consolidating gains and producing even more change. Then, the final stage is a must to ground the changes in the corporate culture, and make them stick. It is: institutionalizing...
An important strength of this method of changing management is that the steps are all laid out with examples and information on how to follow each one. There is no guesswork if they are followed. A weakness is that Kotter maintains the steps are all logical, and must be followed in order without skipping for them to work. Since many managers face time constraints when they find they need change in the organization, they may be tempted to skip steps, especially in the "defrosting" change, and Kotter maintains if steps are skipped, the final result will not work.
Kotter also maintains there are eight vital reasons businesses fail. They are: Allowing too much complacency, failing to create a sufficiently powerful guiding coalition, underestimating the power of vision, undercommunicating the vision, permitting obstacles to block the vision, failing to create short-term wins, declaring victory too soon, and neglecting to anchor changes firmly in the corporate culture (Kotter 16). The strengths of these arguments are…
References
Kotter, John P. Leading Change. Boston, MA: Harvard Business School Press, 1996.
(Again, to refer once again to wartime parallel, one battle victory or capture of an enemy leader increases motivation, but does not justify or provide a vision for winning an entire conflict.) With the value of Kotter's 1996 insights, one can see the folly of simply pleasing immediate investor expectations and seeking a quick fix was the source of the later accounting mismanagement scandals at HeathSouth and Enron, where
Leading Change Most change efforts go through a series of phases that require a considerable amount of time. Errors. Not establishing a great enough sense of urgency Successful change efforts begin by identifying a major change in performance, or major risk within a specific time frame This risk is communicated broadly and dramatically Communication is more difficult than it seems Leadership (clarity, decisiveness) are critical at this stage of the process At times, the crisis is manufactured Not creating
Change Plan for SBAR Implementation Change Proposal - Healthcare Change Proposal Change Issue The benefits of the SBAR are apparent to the nursing staff in the Labor, Deliver, Recovery, and Postpartum Unit of St. Johns Hospital Birth Center. All nursing staff receives training in SBAR and it has been implemented -- successfully -- for a few months at a time. However, nursing staff soon return to the historical ways of communicating about patient care,
Organisations exist in a constantly evolving environment, warranting change. Organisational change occurs as a result of factors such as industry and market shifts, technological advances, socioeconomic changes, as well as political and regulatory shifts (Hayes, 2014). Adapting to change is a crucial ingredient of success in today’s world. Indeed, examples of previously powerful organisations that have declined or even collapsed due to failure to adapt to change are not uncommon.
Software quality management, compliance, and collaboration across the entire organization also need to be integrated at the process and role level with the LMA supply chain. As the LMA supply chain is very unique in that it specifically deals with prototypes often that are under covered under security guidelines and clearances, there needs to be continual focus on change management and task ownership in this area as well. For
Communication Management and Organizational Change Communication management in the organization and most specifically in the organizational change environment is critically important. The work of Heathfield entitled "Communication in Change Management" state that it is impossible to "over-communicate when you are asking your organization to change." (2011, p.1) According to Heathfield, there are four critical components of effective communication as follows: (1) The person sending the message must ensure that the message is