The 8 Steps Of Kotter s 8 Step Change Model - 1089 Words

A paper discussing positive change John P. Kotter’s 8 step change model. Why are change initiatives so difficult. Many times People s reaction to change relies upon their understanding or idea about change . Furthermore, according to their perception it is in their advantage they do not have any problems with accepting it . If it is unimportant or irrelevant to them, they have an attitude of unbiased towards change. If they tend to believe there is some kind of loss to them, they react to it. Moreover, the loss can be concerning their direct value or it can be concerning them having to make some changes in the way they tend to work or adjusting/adapting a different technique of doing the same. Hence, change initiatives are at times†¦show more content†¦It is also important for use to create a milestone plan or strategy as we have done for all our projects/assignments. At this time, it is in execution. Thus, do not give comfortable double your energy state in executing or carrying it out. (6)Get rid of all barriers because these can also be people. Nevertheless, this happens to be a very vital step, so you have to be careful, wise, and sensible in action and thought. However, there will always be particular individuals who will have specific reservations they are holding back, so help them to bring them out and solve their issues/problems, what ever they might be. Moreover, if they continue completely remove them, anyway possible. (7)Never proclaim a sooner than expected victory because this is only a start so continue to improve at each phase/stage. Real changes are indeed deeply-rooted. Hence, measure and determined the efficiency, and make little changes and enhancements whenever possible or the need arises. (8)Make the change also part of the organizational culture. Make certain each new joiner at all stages/levels are taken into loop-the-loop. It is vital to never miss them or else we will be back where we first begin. Discuss a change that you experienced and describe exactly how successful it was. I have helped set in place an Oracle based ERP operating system in a previous company I work for. Earlier, the company was utilizing a manual typeShow MoreRelatedKotter s 8 Step Change Model972 Words   |  4 PagesA paper discussing positive change and John P. Kotter’s 8 step change model. Why change initiatives are difficult. Many times People s reaction to change rely upon their understanding or idea about change . Furthermore, according to their perception it is in their advantage they do not have any problems with accepting it . If it is unimportant or irrelevant to them, they have an attitude of unbiased towards change. If they tend to believe there is some kind of loss to them, they react to it. MoreoverRead MoreThe Change Management Model And Kotter s 8 Step Model1705 Words   |  7 Pagesas Lewin and Kotter have outlined frameworks which fellow re-searchers can refer to when trying to implement organisational change successful-ly. Although there are many theories regarding change management, this research will focus Lewin’s change management model and Kotter’s 8 step model. 3.1 Lewin change model The force field analysis by Lewin (1951) demonstrates that there are three neces-sary processes which organisation need to consider when processing or imple-menting change. The force fieldRead MoreHow Lewin s Model Is Still Applicable Today s Change Management World1323 Words   |  6 Pagesrecognized that change is almost always met with resistance. More importantly, he identified the behaviors and environments that stimulate resistance. 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Resistance to Change In my current place of employment change is constantRead MoreKotter s Main View And Claims1610 Words   |  7 Pagesview and claims J. P. Kotter devised an eight step model for change management. Its genesis, (aside from the 100 companies examined and scrutinised for inspiration) is seemingly derived and developed from Kurt Lewin s simplistic 3-step change model (unfreeze-change-freeze) (Lewis, A. 2012). Kotter s model deals with unfreezing in the first four steps, with the fifth and sixth stages tackling the change processes and the final two stages refreezing or as Kotter states: â€Å"Making it stick†Read MoreImplementing Change. In Reviewing Organizational Change1158 Words   |  5 PagesImplementing Change In reviewing organizational change this is occurring with organizations that involve upper management. What s more, the Chief Executive Office is responsible for making sure that the organization is ready for a period of change. Therefore, to go through a process or period of change from one thing to another. In an organizational change is a challenging job. As a result, this is very important for management to make sure that the workers will be able to change and to fit newRead MoreImplementation Of Implementing Change And Developing Worldwide Rivalry1452 Words   |  6 PagesIMPLEMENTING CHANGE Introduction: Businesses are constantly required to adapt to 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 the crucial things in â€Å"the present market, the present rate of technological progress and growing and developing worldwide rivalry let us predict a proceeding with requirement change in future. (Armenakis and Harris, 2009). The writer says change never beginsRead MoreAnalysis Of Kotter s Kotter 1320 Words   |  6 Pagesweek’s reading Kotter gets into the heart of his overall message, which is leading change. He first goes through the 8-step model of change in chapter 2 and then picks apart the first step on chapter 3. Cohens chapter further enhances the step of creating urgency and works in tandem with Kotter’s model. It provided some worksheets and surveys to organize thoughts and get proper feedback on change efforts. Overall, both pieces prov ide a great starting point for heading organizational changes. There isRead MoreThe Goal Of The Simulation933 Words   |  4 Pages STD # 1566303 The goal of the simulation was to use appropriate change levers to persuade a critical mass of Spectrum Sunglass employees to adopt a new initiative. My scenario was a CEO trying to convince critical mass that a change in the organization’s strategy and products was essential. 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