Integrative Paper

Randy Burk

Dr. Lonsway

MNGT 5590

October 8, 2014

Integrative Paper

Introduction

In every large-scale organization worldwide today, management deals with lots of changes. The organization deals with everything from new technology to e-business as well as cultural transformation (Duening, Thomas and John). Organizational change is in no way an easy task and as such it is important for management to realize that the transformative success is at times more than just changes to the internal organizational structure and operations. It may require changing of each individual's behavior throughout the entire organization and this can present difficulties. Strategies and cultures that various organizations have implemented can only benefit the organization when it is able to help people change their behaviors. What individuals do and why they do what they do is more crucial that any other element in the organization. Transformative change occurs only after individuals in the organization truly understand their feelings and the impact they have on the success, or failure, of the organization.

In the book, “Heart of Change” by John Kotter and Dan Cohen, they give details of exactly how winning change happens. In their view, large-scale change is a multifaceted issue, and they advocate individual-driven methodology to leading change. They accentuate the importance of people to relate and see the importance of the intended change. Accordingly, successful, large scale transformation occurs in eight phases that when followed, will makes a difference in any organization. They refer to their model as the see-feel-change dynamic which includes generating logic of urgency, drawing together a guiding group, generating comprehensible, easy, and heartening goals and strategies, using genuine and cordial messages to communicate the goals, removing impediments to vision, provide impetus and maintain. Finally, create a new culture within the organization...