Integrated Paper

John Kotter came up with The Heart of Change, which illustrates the see-fee-change approach to getting some to feel differently and appeal more to their heart than their mind. According to Kotter and Cohen, people change what they do because they are shown a truth that influences their feelings. This is especially so in large-scale organizational change, where you are dealing with new technologies, cultural transformation, globalization and e-business. In an age of turbulence, when you handle this reality well, you win. They have identified change into eight different effective steps that has relatively catapult successful organizations over others by:

1. Create a sense of urgency so that people start telling each other “Let’s go, we need to change things!”

2. Pull together a guiding team powerful enough to guide a big change.

3. Create clear, simple, uplifting visions and sets of strategies.

4. Communicate the vision through simple, heart- felt messages sent through multiple channels so that people begin to buy into the change.

5. Empower people by removing obstacles to the vision.

6. Create short-term wins that provide momentum.

7. Maintain momentum so that wave after wave of change is possible.

8. Make change stick by nurturing a new culture.

In the lessons studied so far for this semester has provided a great understanding and concept of many illustrations of organizational behavior, managing individual behavior, group behavior and influence, to organizational processes with organizational design and innovation. Within the cultural of the concept of organizational behavior, urgency is recognized by the need and desire for the change and impact.

Four sets of behaviors often stop change. The first is complacency, driven by false pride or arrogance. The second is immobilization and self-protection, driven by fear or panic. The next is “you-can’t-make-me-move” deviance, driven by anger. And the last is a pessimistic attitude, leading to constant...