Chapter 10 in your eText discusses Kotter’s (2007) eight-step change model

Chapter 10 in your eText discusses Kotter’s (2007) eight-step change model. Which of these steps do you think is the most challenging? Which is most important? Give specific examples of how an organization either effectively navigated all 8 steps or alternatively, missed one of the steps and it led to change resistance or ineffective change.

COMMENT 1:

The most important steps is the third step which involves vision creation for change. As the entire policy is dependent on this step and is made to establish the newly created vision. The vision building becomes integral to the success of the idea. The is vision is flawed no matter how many efforts one puts in , the out come will always be inefficient. The most difficult step is to empower vision it is important to ensure all understand the version and all work must work towards that version even if the individual goals are not in line with it. An example of company that missed one step was McDonald’s. It although wanting a maximum market share created a vision and goals according which required an intro of much more varied menu with a lot of food options. Through this did not go well with the employees McDonald’s skipper the steps of effective communication and by simply implementing the policy face employee residence. According to the “text chapter 10

Page 341 “ Bring the advice from these different models into a single list omitting the overlaps. Developing your own change and the visions of creating a new idea for success. John Kotter’s Eight-Step Model for leading change remains a popular approach for giving structure to the difficult process of organizational change.

Senior leadership begins the change process by rallying the organization to act. It does this by creating a sense of urgency for a needed change. (Read More at Leading Change Step 1 – Create a Sense of Urgency.)

Second, senior leadership forms a credible guiding coalition and then delegates the authority to them to work across the organization. (Read More at Leading Change Step 2 – Create the Guiding Coalition.)

Once these first two steps are successfully implemented, the third step of the model is to develop a change vision and strategy.

According to this brings a lot of leadership skills and to make a change to the work and the organization. The organization rush into step by step to get a change of vision. The change for strategy for the decision making.

COMMENT 2:

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition

3. Developing a Change Vision

4. Communicating the Vision

5. Remove Obstacles

6.Generating Short-term Wins

7. Build on the Change

8. Incorporate Changes into the Company’s Culture

Set up an urgent context. Examine business and competitive realities Crises and prospects define and discuss.

Develop a stable coalition leadership. Community with the capacity to lead the transition Urge this group to function as a team

Build a vision Create a vision that will guide the commitment to change. Build plans for this vision.

Communicate your vision Express your vision and plans thoroughly. Model the latest habits with the leading coalition.

Enable others to do what they see. Change systems or structures which undermine the vision. Plan for short-term wins and build them. Visible progress success plan Reward workers engaging in changes.

Strengthen income, generate more improvements. Change processes, frameworks, and policies which do not match in with vision Recovery and staff development to incorporate the vision.

Establish new approaches. Make sure the growth of leadership and follow-up are clearly linked to the success of the organization.

I believe the first step is very important. When the whole organization really needs it it helps to make a difference. Create an acute sense of change need. This could help you inspire things to move. This will help you. This is not just a question of presenting bad sales figures or of rising competition. Open an honest and compelling conversation with your rivals on what is happening on the market. When many speak of your proposed change, the urgency will grow and feed on itself.