Change Management
Critique of Kotter's Eight Stage Model of Change
The development of change models to support the way that management undertakes change may be seen as a useful development; providing a framework from which change may be understood and therefore actively managed. One of the first models of change was proposed by Lewin (1951, p22), which presented a relatively simple format for managing change, made up of three stages; unfreezing, the change and then refreezing. It may be argued that this has formed the basis of many subsequent change models, which is built on this foundation and expanded and extended the concept. For example, the well-known eight stage change model by Kotter (1996, p33) may be seen as readily some inspiration from the simple predecessor from Lewin. Kotter's model, with eight stages, has been argued as being one of the most comprehensive change management models facilitates consideration for many different aspects associated with the change, including the way it is prepared for, the way it takes place and how it is entrenched following the change (By, 2005, p369). When examining Kotter's model, looking at the benefits and the strengths of this model as well as its weaknesses, a good starting point is to examine the individual stages before looking at the model in an holistic manner.
The first stage of Kotter's model is to create a sense of urgency (Kotter, 1996, p35). It is argued that if there is no sense of urgency there will be an absence of motivation which is required for a change to take place. This may be seen as aligned to the first stages of lumens unfreezing, preparing employees for the change (Lewin, 1951, p22). Kotter (1996, p9) notes that employees will often prefer the status quo, even where they are unhappy with this. This approach is supported by other theorists, including Peter Senge, who argues that employees are conditioned to resist change (Senge, 2006, p12). Urgency will need to be created by ensuring that the employees know why the change needs to occur. This understanding is likely to increase employee's facilitation of change, even where it is not welcomed. For example, the unions cooperated with General Motors (GM), when the firm is facing problems...
change management, more than 60% of the efforts for organizational change fail. Organizational changes usually fail because they do not approach it in a holistic manner needed to come up with and achieve change. Research methods for engaging employees in the process of change and for benchmarking the progress of change initiatives include: Establishing a Vision Establishing a mode of making people appreciate the purpose of the change is beneficial in
Kotter's and Lewin's models and discusses their roles as diagnostic tools and as implementation agents. It is the nature of organizations to face constant change, whether the source comes from competitive pressures, new opportunities, technological advances or new initiatives and so forth. Both models offer a methodology for effectively managing change. Kotter's 8-Step Change Model Change management models help organizations to effect change in a systematic manner while avoiding some of
Existence value of resistance Organization change involves introducing new conversations and shifting existing conversations and patterns of discourse. However, new conversations have a hard time competing with existing conversation and so the challenge for change agents is getting new conversation heard. This is where resistance can be of value. Resistance helps to keep the conversations in existence. Although talking negatively or complaining and criticizing have been viewed as resistance, it can
Organizational Change and Stress Management How Change Agents Can Contribute to Change Resistance According to Hussey (2000), as far as effective management is concerned, change remains a critical aspect. It can be noted that through their actions or inactions, change agents in most cases end up contributing towards the very occurrence of resistance (Ford et al. 2008). To begin with, by breaking agreements before or during the change process, change agents make
John P. Kotter's Leading Change Businesses of all types and sizes are in constant need of solid leadership in an increasingly globalized and competitive marketplace. One authority that has provided seminal guidance in organizational leadership is Dr. John P. Kotter, Professor of Leadership at Harvard Business School. This paper provides a critical analysis of the leadership viewpoints expounded in Kotter's text, Leading Change (1996). A discussion concerning the major themes,
Leading Change There are a number of diverse aspects of John Kotter's seminal treatise on leadership, Leading Change. Subsequently, much of the publicity and academic scholarship involving this work of literature have revolved around the eight stages of creating fundamental, lasting changes within an organization. Although Kotter is significantly (and deservingly) renowned within the business world for the creation and configuration of these steps, it would be misleading to regard Leading
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