Organizational Change Work

Question: Discuss kotters eight scale for successful large-Scale change and explain kotters See, Feel, Change. Answer: Introduction: The Heart of Change Discussing Kotters eight Scale for Successful Large-Scale Change The right step model of Kotter is emphasising that how large-scale organizational change can be done in successful manner. Following is the discussion regarding successful implication of all the steps. Step 1: Create Urgency In order to conduct a successful change, it is highly important to create urgency for the change required. In this process, leaders need to communicate with the internal stakeholders for sharing organizational facts and statistics (Ahn, Adamson Dornbusch, 2004). In other words, leaders are solely responsible for conveying information regarding what is going wrong within the organization along with the possible procedures for overcoming the threats. Step 2: Form a Powerful Coalition In this step of this model, leaders need to form a team for leading the change. Moreover, leaders should convince people for taking necessary action regarding the change. The team generated should be versatile in nature (Griffith-Cooper King, 2007). It helps the leaders to engage teamwork for implementing formed strategy in a successful manner. Step 3: Vision for Change After forming a team, leaders need to convey the overall vision for empowering motivation level of the workforce. It helps the employees to understand that for what they are involving their concentration towards the change. The vision should be clear and easy to understand to the employees (Mehanna, Olaleye Licitra 2012). Step 4: Communicate the vision After accomplishing the above steps, leaders need to communicate their vision to the employees at random basis. This process ensures that confliction within the workforce will not take place during the change (Jacobs, van Witteloostuijn Christe-Zeyse, 2013). Step 5: remove Obstacles In order to get successful result, a continuous risk assessment activity should implemented by the leader. It helps the leaders to identify the obstacles at early stage of occurrence (Mehanna, Olaleye Licitra, 2012). Therefore, in this process, reducing negative impact of the barriers is possible. Step 6: Create Short-Term Wins This step of this model suggests that leaders should build short-term objectives along with long-term objectives. Moreover, leaders should conduct events for celebrating success of the short-term objectives (Griffith-Cooper King, 2007). It motivates the workforce in an effective manner. Step 7: Build on the Change This step of Kotters model is suggesting that leaders should focus on the long-term objectives rather than the short-term objectives. Therefore, leaders need to continue the change management process even after getting successful outcome from the short-term objectives (Ahn, Adamson Dornbusch, 2004). Step 8: Anchor the Changes in Corporate Culture In this step of change model, leaders should maintain a corporate culture for maintaining the activities of change. After changing the organizational culture, leaders need to share the success story with the employees for conveying information regarding how the changes affected the organizational profitability positively (Mehanna, Olaleye Licitra 2012). Explaining Kotters See, Feel, Change The See, Feel and Change concept of Kotter is emphasising that leaders need to follow three basic steps for initiating change within the organization. In the first step, leaders should define the need of change in front of the workforce. Thus, workforce can able to see the actual requirements regarding why the change is required (Griffith-Cooper King, 2007). In second step, leaders explain the need of performing change within the organization. In this manner, the employees can be able to feel the urgency of the proposed change. The final step is regarding how people are taking the requirements of change and performing the change accordingly. Reference List Ahn,M., Adamson,J.,Dornbusch,D. (2004)From leaders to leadership :Managing change. JournalofLeadershipandOrganizationalStudies,10(4),112-123. Griffith-Cooper,B.,King,K.(2007).Thepartnershipbetweenprojectmanagementand organizationalchange:Integratingchangemanagementwithchangeleadership.Performance Improvement,46(1),14-20.doi:10.1002/pfi.034 Mehanna, H., Olaleye, O. Licitra, L., (2012). Oropharyngeal canceris it time to change management according to human papilloma virus status?.Current opinion in otolaryngology head and neck surgery,20(2), 120-124 Jacobs, G., van Witteloostuijn, A. Christe-Zeyse, J., (2013). A theoretical framework of organizational change.Journal of Organizational Change Management,26(5), 772-792.