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Organizational Change Paper 1

Organizational Change Paper

Pedro Vasquez
ORGL 4342-BV2
Organizational Change

Organizational Change Paper 2

In Organizations there often comes a time when a change is needed. Employees will not
all be on board but having the right steps in place can make the change a smooth move. In this
paper I will provided how to implement a change in an organization. The process I will use is
Kotters 8 step change model for when doing a transformational change. I will provide a depth
description of Kotters 8 step change model. John Kotter who created this change model is well
respected leader and his leadership skill in change management are second to none. In addition, I
will provide a visual of Kotters 8 step change model that can help understand the model.

Organizational Change Paper 3

Organizational Change Paper

Organizations at some time in their history will have to implement a change in the
organization. It may not happen today but tomorrow nobody knows and it is important that as
leaders we are prepared to help implement an organizational change. In this paper I chose
Kotters 8 step change model that I will describe in depth how it make the transformational
change be effective.
Step 1 - Increase Urgency
The Organizations frequently allow high levels of complacency to develop during times
of transition. Kotter commented, Without motivation, people wont help and the effort goes
nowhere. Executives underestimate how hard it can be to drive people out of their comfort
zones. In this first step of the Kotters 8 step model it vital that urgency is established to get the
process started. Kotters 8 step model doesnt not just pertain to businesses but also in sport
organizations. For example, FIFA used Kotters 8 step model to unite the health and the sport of
soccer and in their step one FIFA/F-MARC conveyed a sense of urgency. The meeting was not
a talk-fest, but carefully structured to obtain buy-in for the concept of having active medical
commissions in each country. This step is different from the traditional change models which
in the traditional models are mainly see the importance of how quickly can the change be
implemented. Often inherent in this stage is identifying and discussing potential crises or major
opportunities. Change agents should focus on reducing complacency by providing dramatic,
vivid rationales for the need for change, ideally including evidence from credible, external
sources. It is important that the external source of urgency be both credible and valid for the

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change targets. In this step also we leaders will have to identify potential threats and develop
situations of what can happen in the near future, analyze the opportunities that could be
exploited. Finally it would be beneficial if you request to get support from outside stakeholders
and industry people to bolster youre bickering for change.

Step 2 - Build a Guiding Team

In this step of Kotters model it is important that a group of strong, unified leaders should drive
the change process and establish support throughout the entire organization. A good example
would be that of FIFA on how they used this step to get a strong group to start their change.
FIFAs health efforts stem back to the FIFA Board acting cohesively (ie, as a team) to support FMARC, which brings together international groups of experts in football medicine to support
both professional and recreational football players. F-MARC is critical to Football for health
program because it is the core of the guiding coalition that supports the health of players. It is
crucial that in this step of Kotters model that a team or group is brought together with plenty of
power and influence in the company or organization to lead the change effort. In addition you
will have to encourage and persuade others to follow your lead and support in pushing the
change. Successful change efforts require the backing and on-going support of powerful and
influential organizational decision-makers and stakeholders. The main points of this part is
forming that powerful group that will help you to encourage and persuade others to support your

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Step 3 - Get the Vision Right.
In this step the goal in this stage is to create a vision that clearly and concisely
communicates the purpose of the change effort. The vision will be used to direct decisions that
will support the change effort. Normally a draft is created by your influential participants and
decision-makers. Then you could get a recommendation from the stakeholders. Next you would
implement their input in the vision and keep revising it until everyone agrees on a vision. A
large body of research show that, when appropriately implemented, participating in decisionmaking tends to increase comprehension of and support for those decisions, which in turn helps
smooth and speed implementation. The direction will have be very clear and an idea of how the
end result will be will help boost the efforts of everyone to be more focused, organized and
Step 4 - Communicate the Vision for Buy-in
In the step of Kotters model is important that the strategy and vision for change must be
communicated to everyone involved. As well as holding discussions and using other forms of
communication, members of the guiding coalition should act as role models for the type of
behaviors and decisions that are needed. The message we deliver will have strong competition
from other communication duties that we do daily. We have to communicate often and powerful
and incorporate into everything we do. We will have to use the vision that we installed to make
daily decisions and solve any problems that might arise. We will have to talk about the change
vision often, address employees concerns openly and honest. Most of all we will have to apply
the change to all parts of the operation and make sure everything is being align with the vision.

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Step 5 - Empower Action.
In this step of the Kotters model we have to first and foremost make sure that the old
procedures from the previous vision are gone if not that will impact the employees negatively.
We will have to support and show courage to the employees to make the right choice for the
changes. The main job in this step is to make it easier for change action to occur, generally by
removing obstacles to the change and by rewarding behaviors that support reinforce the change.
There are two important activities which are developing reward and recognition system that
bolster the efforts and outcomes with consistent. Research suggest these practices can be
practices can be particularly effective in persuading people to support a course of action both
through reinforcement via direct monetary and/or nonmonetary incentives and by providing
social proof that others are enthusiastic about the change, thus inducing some peer pressure.
In addition to this step we will put into place the structure for change and continue to check for
any type of barriers.
Step 6 Create Short-term Wins
In this step the desired change is more likely to be brought about when there are visible
quick wins for the new process and faculty are recognized and rewarded for their efforts. Quick
wins have the advantages of demonstrating the feasibility of the change effort, indicating
growing support for change activities, and motivating others to participate. We will have to find
ways to work hard to achieve momentum. Motivating employees by continuing to highlight the
milestones and successes. We will have look for sure fire projects that you can implement
without help of any strong critics of the change. Dont use a lot of resources on one project when

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you have other that have to get the same attention. We will have to reward the people who have
help meet the goals that were set.

Step 7 Dont Let Up

In this step we will not let up and be content with a couple of wins. This step centers on
consolidating the change and continuing to move forward by not allowing complacency to set in.
Indeed, change efforts often fail because participants revert back to their prior habits, failing to
continue to implement the change. After every win, analyze what went right and what needs
improvement. We would need to set goals to continue building on the momentum we have
achieved. We need to keep the idea crisp by bring in change agents.

Step 8 Make Change Stick

In the final step of Kotters change model the main objective would be to institutionalize
the change and anchor it in the organizational culture. Researching on the long-term
effectiveness of organizational change efforts paints a dismal picture of the sustainability of
those efforts. This final step also will be the anchor the changes firmly in the culture of the
organization. When changes become entrenched, they are most likely to succeed. What we can
do is talk about the progress every chance you get. Tell success stories about the change process
and repeat other. Include the change ideals and values when hiring and training new staff. Create
plans to replace key leaders of change as they move on. This ensures the legacy is not is not

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In the following paper I have provided you with detail formation on how to utilize Kotters 8 step
organizational change model. This model is great to use on a big business or even a sports
organization. The steps that were provided were from create urgency, form a powerful coalition,
create a vision for change, communicate the vision, remove obstacles, create short term wins,
build on a change and anchor the changes in corporate culture. It is important that once we start a
change we dont lose sight of the end result and just keep pushing forward to not only better the a
process but better the organization as a whole for it to be healthy.

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Kourdi, J. (2007). IDEA 57: Kotter's eight phases of change. In , 101 Great Business Ideas (pp.
135-137). Marshall Cavendish Limited.

Calegari, M. F., Sibley, R. E., & Turner, M. E. (2015). A ROADMAP FOR USING KOTTER'S
Academy Of Educational Leadership Journal, 19(3), 31-43.

Langton, N., Khan, K., & Lusina, S. (2010). FIFA's Football for Health: applying Kotter's eightstep programme for transformational change to a mass participation activity. British Journal Of
Sports Medicine, 44(8),
537-539 3p. doi:10.1136/bjsm.2010.075143

Buggey, T. (2007, Summer). Storyboard for Ivan's morning routine. Diagram. Journal of Positive
Behavior Interventions, 9(3), 151. Retrieved December 14, 2007, from Academic Search Premier

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