Based on your reading of the article \"Leading Change\" by John Kotter (1995), d
ID: 442594 • Letter: B
Question
Based on your reading of the article "Leading Change" by John Kotter (1995), discuss three ideas, suggestions, or sections of the article that you found interesting. For example, in Error 1, Kotter argues that it is extremely difficult to get people to change because it means they must move out of their comfortable routines and into the unknown. Leaders often fail to create a great enough sense of urgency around the change to make people want to do things differently. If your organization has gone through a change recently, then you might want to discuss whether or not a “sense of urgency” was established. What was the response? Feel free to use Chapter 4 of your text to supplement your points.
Explanation / Answer
Following suggestions and ideas are found interesting in the article:
In error 3, it is discussed that a transformation could not be succeeded without a vision irrespective of utilization of plenty of strategies, programs and directives.
In error 4, it is argued that employees cannot understand the vision of the transformation merely by a single meeting or speech of the head of organization. The managers and executives should set examples showing actions that are antithetical to the company vision. Besides this, newsletters and speeches should also be made to communicate the vison and desired behavior of the organizational members.
In error 6, it is stated that systematic planning should be made for undergoing a successful transformation. This planning should not only focus on the long term goals, besides this, it should also focus on creating short term wins.
Our organization was restructuring its organizational hierarchy and reporting system. It has established the “sense of urgency” before undergoing the change. To fulfill the objective it has taken both the actions required to establish the sense of urgency. At first, our organization has examined the current market and competitive realities to find out the potential untapped market opportunities as well as the crises. Then, it convinced more than 3/4th of the managers that the present state of organization is more vulnerable than the dangers associated with the future changes.