Kotter's Article: Leading Organizational Change

1553 Words 7 Pages
Throughout the course, MQM383- Leading Organizational Change, there were numerous activities and reading that a made profound impact on me as a student. These activities and readings directly aligned with the learning objectives in the syllabus and allowed me to further develop as a student and business professional. Although all the activities and readings were beneficial, there were two experiences which made the deepest impression on me. The reading which made the largest impact on me was John Kotter’s article “Leading Change” Why Transformation Efforts Fail” along with the subsequent class discussion, and the case analysis of “Bradley Marquez: Reduction in Force (A).” These two experiences directly apply to my ability to lead change in …show more content…
In essence, the eight steps to Kotter’s model are as follows: establish a sense of urgency, form a powerful guiding coalition, create a vision, communicate the vision, empower others to act on the vision, plan for and create short-term wins, consolidate improvements and produce still more change, and institutionalize new approaches. As we discussed in class, these steps are critical to the development of a change effort. The eight steps establish the framework for a leader to create change, and subsequently lead the entire change effort. No matter the scale of change, these eight clearly defined steps, if embedded corrected, can revolutionize an organization for the …show more content…
In the business world, it is known that the vast majority of change initiatives drastically fail. For the most part, these change efforts deteriorate due to people not embracing the change. This lack of acceptance to change can be corrected by directly aligning the effort to Kotter’s model. Further, Kotter’s model indirectly states that having a well-thought out strategy is imperative to the successful of the change effort. A leader must be able to state the desired outcome, and the steps in order to get to that outcome. In the future, I will be sure to use Kotter’s model as a template for developing a change initiative. In addition, I believe that a great number of leaders try to expedite the change process. As a result, they tend to ignore the most important parts of change. When change is forced, employees fail to see their connection to the change, and disengage from the effort. By understanding Kotter’s model, I will be sure to trust the process, and encourage others to see the benefit in the change effort. Finally, many change efforts fail as a direct result of failing to be embed the change into the everyday actions of an organization. Leaders must institutionalize the change effort into the organization’s culture in order for it to have a long-term effect. Knowing that change efforts must be ingrained into the organization’s

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