In today’s constantly changing environment, change management has emerged as one of the most critical success criteria for any firm. It is a methodical technique that addresses coping with company goals, fundamental values, processes, or technological changes. Driving transformation is already challenging under ordinary circumstances (Tang, 2019). As a result of the fact that difference is not always viewed favorably, many employees may be opposed to changes occurring inside their organizations. This paper is written with the aim of reflecting upon a situation with an instituted change management and implementing Kotter’s 8-Step Change Model in my work setting.
There was a cultural conflict in my organization when the team was developing and launching a project to attract new clients. Employees and management could not come to a joint decision since the general manager adhered to conservative views in many aspects of life and did not support the findings of colleagues. It was decided to introduce changes in management by dismissing an employee who interfered with all work.
The first item of the eight steps for leading change, “Create A Sense of Urgency,” was executed automatically as soon as the former employee did not allow the development of the project to continue as the majority wanted. The attention of all people was sharpened, and everyone was ready to make crucial decisions. Point number two, “Build A Guiding Coalition,” was also fulfilled because after making unacceptable decisions, a group was formed that wanted to make radical decisions. The “Strategic Vision” was developed as we analyzed what happened and why; the employees decided to explain the reason for the complaint and further dismissal, as the manager’s views were rude to the values of today’s world.
As the strategic vision for further action was developed, “A Volunteer Army” formed who rallied to ensure that their project to attract new customers was nevertheless launched; a common goal helped to unite people and make informed decisions. After the initial plan was passed to the top management, the employees were allowed to accept what they thought were essential changes that management would consider as soon as possible, thereby “Enabling Actions by Removing Barriers.” Employees felt the importance of every voice in the team.
As the plan developed, the staff “Generate Short-Term Wins” and proximity to the implementation of a new project. However, these victories were not necessary since the main goal was to launch the project. The whole team was confident that this project was supported by “Sustained Acceleration” and would go ahead. Manager’s refusal was a slight misunderstanding that could have been resolved by talking to management or firing an employee if he did not want to assist in launching a project that was extremely important to the company.
After taking all the measures that prevented the implementation of the new project, the company successfully began to attract new customers, namely the younger generation. This means that the company was able to fully accept “Institute Change” and show support for modern values to the entire society, thereby securing itself in the local market. The employees worked together to scale the success, and everyone was surprised at how the voice of one person could decide the fate of the whole project.
In conclusion, changes are frequently necessary when a company organization embarks on projects or efforts to enhance performance, exploit opportunities, or solve pressing challenges. Kotter’s eight steps were used to improve each person’s capacity for change and chances of success. The first two elements of Kotter’s methodology, creating a feeling of urgency and forming the directing coalition, are its greatest assets. Too many executives rush headlong into organizational transformation initiatives without first convincing people that changes are required.
Reference
Tang, K. N. (2019). Change management. In Leadership and change management. Springer. 47-55.