Yet, they do exist and can once again be said that the eight stage process has its roots in the theories enounced by John M. Ivancevich, Robert Konopaske and Michael T. Matteson. Throughout the book for instance, the three authors discuss organizational behavior aspects such as communications or conflict, which could easily interfere with the change process. To take one step forward however, the editing team also argues that conflict -- which, from the standpoint of Kotter, can be generated by various internal matters such as lack of adequate communications, the inconsistencies in the working environment and so on -- "may have either positive or negative consequences for the organization, depending upon how much exists and how it is managed" (Ivancevich, Konopaske and Matteson, 2008). Conflict could be good for change through its ability to promote diverse and even opposed opinions, to stimulate the mind, to create competition in the workplace and to create a more dynamic and open environment.
Based on the eight errors identified as sources of change strategy failure, Kotter moves on to pinpointing the eight solutions, organized under the generic name of the eight stage process for successful change strategy implementation. They are as follows:
Stage #1: Creating a sense of urgency, in the meaning of reducing the sense of complacency
The sense of urgency basically refers to the necessity of presenting the change in a means that it seems absolutely necessary for the future survival of the entity. Additionally, it is required that the change endeavor be forwarded as pressing and pivotal, creating as such the sense that without the change, the company might encounter difficulties. Such an approach would motivate people to renounce the feelings of complacency and to become more involved and loyal to the change process.
Stage #2: Creating the guiding coalition and the environment in which people flourish, learn form each other and develop both professionally as well as personally
This stage is pivotal not only in implementing change, as Ivancevich, Konopaske and Matteson point out, but in the overall approach to employees. It is necessary to create an environment which cherishes the value of the staff members, and in which the managerial team offers a model of behavior. The role of the guiding team is that of offering an example of how change should be embraced and how it should be implemented. Additionally, another important role of the team is that of promoting change in a means that the employees understand the benefits the change would have directly upon them, such as better technical support and reduced workloads.
Stage #3: Developing a vision and an organizational strategy
The vision of an entity is one of the most important components of organizational behavior and it represents a recurrent motif in both Kotter and well as Ivancevich, Konopaske and Matteson's books. The scope of the vision is that of establishing a goal towards which the company and its employees strive; the vision of creating a better workplace, a better world or a more prosperous community. And in most cases, if this vision is enforced by a palpable and applicable strategy, people are likely to intensify their efforts to reach the visionary goals.
Stage #4: Communicating the vision to the personnel members
This stage is the continuation of the vision development, and it is constructed on the beliefs that once people become familiar with the vision of somehow improving the world, they will be more committed to the change strategy.
Stage #5: Empowering the employees
Empowering the organizational staff members is a recurrent dimension of human resource management and organizational behavior. More recently, it has been also recognized for its role...
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