Introduction I have chosen an experience to study for my personal application analysis that involves a board position on which I currently serve. The action involved a search process for the organization that I was asked to lead. I failed to fully understand the context and readiness of the employees as I tried to instill a cultural change. The communication methods I used were not sufficient as well. I will use Leigh Thompson’s text to breakdown this situation including Kotter’s 8 steps of change management (Thompson 210) as well as elements of the Social-Constructionist Communication Model (Thompson 58) and more specifically Grice’s communication maxims (Thompson 59).
Concrete Experience Roscoe Village, a restored Ohio and Erie Canal …show more content…
First, Kotter’s Eight Steps (Thompson 210) delineates the sequential steps of change that increase the likelihood of a successful change operation. By delving into this theory, I can better understand the context and where the Roscoe Village cultural changes were, in terms of the managers’ perceptions. Kotter’s steps include establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short term wins, consolidating improvements and producing still more changes, and institutionalizing new approaches. Roscoe Village started an effort several years ago to rebrand itself. It has always been supported greatly by a private foundation and a community mindset developed with the thought that the Village was financially underwritten. Employees never felt the pressure to be fiscally prudent. The foundation would always write the check. This mindset had been in play since the Village’s extensive renovation in the late 1960’s by its benefactor, a wealthy philanthropist, who then left his foundation to support the Village. Misunderstandings and entitlement were bred into the organization especially after the benefactor’s death in the early 1990’s. It was during the beginnings of the Village that an old style top-down management approach was established. Much effort has been undertaken to change the community’s mindset about the Village and establish it as a community asset, focused on education and tourism. It is an economic engine in its own right for the Coshocton community. Development efforts have been given new life and the fiscal responsibility and the employee involvement needed in this ‘new’ organization is imperative. Upon reflection, the Board has done a great job with the community but has not had the same success with the employees of the
Concrete Experience Roscoe Village, a restored Ohio and Erie Canal …show more content…
First, Kotter’s Eight Steps (Thompson 210) delineates the sequential steps of change that increase the likelihood of a successful change operation. By delving into this theory, I can better understand the context and where the Roscoe Village cultural changes were, in terms of the managers’ perceptions. Kotter’s steps include establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short term wins, consolidating improvements and producing still more changes, and institutionalizing new approaches. Roscoe Village started an effort several years ago to rebrand itself. It has always been supported greatly by a private foundation and a community mindset developed with the thought that the Village was financially underwritten. Employees never felt the pressure to be fiscally prudent. The foundation would always write the check. This mindset had been in play since the Village’s extensive renovation in the late 1960’s by its benefactor, a wealthy philanthropist, who then left his foundation to support the Village. Misunderstandings and entitlement were bred into the organization especially after the benefactor’s death in the early 1990’s. It was during the beginnings of the Village that an old style top-down management approach was established. Much effort has been undertaken to change the community’s mindset about the Village and establish it as a community asset, focused on education and tourism. It is an economic engine in its own right for the Coshocton community. Development efforts have been given new life and the fiscal responsibility and the employee involvement needed in this ‘new’ organization is imperative. Upon reflection, the Board has done a great job with the community but has not had the same success with the employees of the