Intergrative Paper

Abstract

Leaders work hard to change an organization successfully. When they plan and build a proper foundation, implementing change should be easier and the chances of success improve. If they are impatient, and if they expect too many results too soon, their plans for change may fail.

In Kotter’s book “Leading Change”, creating a sense of urgency; creating the guiding coalition; developing a vision and strategy; communicating the change vision; empowering employees for broad-based action; generating short-term wins; consolidating gains and producing more change and anchoring new approaches in the culture; if you do these things, you can help make the change part of your organizational culture. That's when they can say the change is successful. then enjoy the change they envisioned.

Stage 1 - Establishing a Sense of Urgency

Kotter suggests that for change to be successful, company's management needs to "buy into" the change. In other words, you have to really work hard on Step One, and spend significant time and energy building urgency, before moving onto the next steps. Don't panic and jump in too fast because you don't want to risk further short-term losses - if you act without proper preparation, you could be in for a very bumpy ride.

For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.

This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

What you can do:

* Identify potential threats, and develop scenarios showing what could happen in the future.

* Examine opportunities that should be, or could be, exploited.

* Start honest discussions, and...