As the Editor’s note by Harvard Business Review pointed out on its review of Leading Change Why Transformation Efforts Fail by John Kotter, there are general lesson to be learned from the more successful cases of corporate change efforts. First is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result. Second, is that critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard-won gains. (Kotter, 2007). Thus, it is of utmost important to follow Kotter’s – Eight Steps to Transforming your Organization. First on the list is Error 1: Not Establishing
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The guiding coalition will establish a team which help in developing a shared assessment and commitment of the company’s problems and opportunities, and create a minimum level of trust and communication. Thus, this step is relevant in this study in establishing the tolerance for change and acceptance through the lens of procedural justice. Third, Error 3: Lacking a Vision, talks about the need for a vision which defines how the organization will move forward communicated through a strong coalition. The vision should be simple to understand and compelling enough to move the employees to action. Fourth, Under-communicating the Vision by a Factor of Ten, there should be enough communication of the vision extending to all employees if possible. Communication of the vision cannot be a one-time event, there should be emphasis and continuous reminder of the purpose of the change. Employees tolerance to change and their acceptance will be dependent upon the communication of the vision from their leadership which are also relevant factors in the study. The lack of vision or lack of communication of the purpose of the change can be viewed as an unfair treatment by the organization, ultimately impacting the success of the organizational …show more content…
It should be anchored with enough management support by helping the employees succeed in achieving the organization’s vision through removing obstacles either real or imaginary. As Kotter pointed out, sometimes the obstacle is the organizational structure: Narrow job categories can seriously undermine efforts to increase productivity or make it very difficult even to think about customers. Sometimes compensation or performance-appraisal systems make people choose between the new vision and their own self-interest. Perhaps worst of all are bosses who refuse to change and who make demands that are inconsistent with the overall effort. Therefore, this stage is still influenced by the need for a strong leadership and communication. Sixth, Error 6: Not Systematically Planning for, and Creating, Short-Term Wins, per Kotter, creating short-term wins is different from hoping for short-term wins. The latter is passive, the former active. As the organization continue with the change, it is important to create short-term wins to celebrate success and remind people of the vision and impact that they are making for the organization. Thus, this step talks about the perception of procedural justice in the organization. As employees work hard for the success of the organizational change, it is important that the management recognizes their
The guiding coalition will establish a team which help in developing a shared assessment and commitment of the company’s problems and opportunities, and create a minimum level of trust and communication. Thus, this step is relevant in this study in establishing the tolerance for change and acceptance through the lens of procedural justice. Third, Error 3: Lacking a Vision, talks about the need for a vision which defines how the organization will move forward communicated through a strong coalition. The vision should be simple to understand and compelling enough to move the employees to action. Fourth, Under-communicating the Vision by a Factor of Ten, there should be enough communication of the vision extending to all employees if possible. Communication of the vision cannot be a one-time event, there should be emphasis and continuous reminder of the purpose of the change. Employees tolerance to change and their acceptance will be dependent upon the communication of the vision from their leadership which are also relevant factors in the study. The lack of vision or lack of communication of the purpose of the change can be viewed as an unfair treatment by the organization, ultimately impacting the success of the organizational …show more content…
It should be anchored with enough management support by helping the employees succeed in achieving the organization’s vision through removing obstacles either real or imaginary. As Kotter pointed out, sometimes the obstacle is the organizational structure: Narrow job categories can seriously undermine efforts to increase productivity or make it very difficult even to think about customers. Sometimes compensation or performance-appraisal systems make people choose between the new vision and their own self-interest. Perhaps worst of all are bosses who refuse to change and who make demands that are inconsistent with the overall effort. Therefore, this stage is still influenced by the need for a strong leadership and communication. Sixth, Error 6: Not Systematically Planning for, and Creating, Short-Term Wins, per Kotter, creating short-term wins is different from hoping for short-term wins. The latter is passive, the former active. As the organization continue with the change, it is important to create short-term wins to celebrate success and remind people of the vision and impact that they are making for the organization. Thus, this step talks about the perception of procedural justice in the organization. As employees work hard for the success of the organizational change, it is important that the management recognizes their