Kotter’s book

Kotter’s Book: Steps to Successful Transformation

Kotter’s book outlines the steps to successfully handling transformation. Leading Change sets a framework for organisations as well as participants in management practices by identifying the steps that an organisation must take to accomplish its objectives. As a result, the book is a realistic reference that serves as a creative roadmap for managers who create strategies to transform the market for the better. Kotter’s also highlights the transition paradigm, noting that instituting an urgency sense and forming a managerial alliance contributes to results. He also mentions that defining corporate goals, vision, and mission are critical aspects of change. Besides, managers should empower many people and generate short-term wins to keep the staff occupied and avoid boredom. Consolidation of gains and anchoring new approaches into the culture of the organization guides the efforts to change.

Reasons why Organizations Fail

The 8 stage model that Kotter provides describing the reasons why organizations fail is a reality that haunts many institutions. The framework given focuses on organizational activities that are initiated to bring a change. A leader should be an instrument of change in the firm to make the business survive and achieve the long-term objectives. Failure to establish a great sense of urgency culminates into failure. Employers look at the company’s competitive situation, financial performance, and market position to abide by the successful efforts. Transformational program needs aggressive corporation between the individual of the organization. However, when the employees are not motivated, the effort to realize change will be difficult. Leaders who do not create powerful guiding coalition also exposed the business to failure. If a leader is not an active supporter of the stipulated efforts, major changes in an organization are not possible. Successful transformation involves a commitment to excellent performance. Without sensible vision and mission, the struggles to realize transformation normally result in confusion and incompatible project. Besides, failure to communicate the vision to the members will not make them see its importance, and thus employees will not be motivated to work hard. Managers of the organization should print newsletters and carry out meeting that will help in informing the vision. Continuous attempt is a symbol that builds the corporate culture and makes the organization to witness large changes. Words and deeds are the most powerful form of a visionary leader. Kotter states that “Nothing undermines change more than behavior by important individuals that is inconsistent with their words” (Kotter, 1996). Perhaps, failure to remove obstacles to the new vision is also detrimental. Employees should be given room to try new ideas and approaches in an organization. Leaders should understand that obstacles in the organization structure undermine the efforts of increasing the productivity and hence making it difficult to accomplish what is required.

Resistance to Change and Short-Term Goals

Resistance to change and making demands that are inconsistent with the overall efforts lowers the momentum power of success. Real transformation will take time, and hence renewal efforts risk losing momentum suppose no short-term objectives are not present to guide the organization. Notably, absent of short-term wins make employees give up and this later translates to a decline in the income. To achieve a higher customer satisfaction rating as well as improving the productivity of the workers, enacting short-term goals is critical. Faster declaration of victories guides failure. Again, changes should be anchored on the organization’s culture. There must be conscious attempts to show people the way in which new approaches, attitudes, and behavior have assisted in improving the performance.

Synopsis and Integration of the Ideas in the Articles

Approaches to Managing Organizational Change is a journal highlights the Lewin’s three steps to change including unfreezing, moving, and refreezing (Lunenburg, 2010). This journal also explains Kotter’s eight steps of transformation. According to Lunenburg, reinforcing changes should be done through highlighting the connection between the process and the behavior. The rotational has to develop methods which will ensure that there is development and success. Group Structure, Process, and Effectiveness article examines the role of groups in the organization (Gist et al., 1987). Group performance defines outcomes and quality work, and thus its effectiveness will translate to success. Antonakis’s journal indicates a multidisciplinary perspective of organizational success. Management should take into consideration the organizational behavior and strategies to succeed (Antonakis, 2017). There has to be an equally desirable contribution of a multidisciplinary action in the leadership process. Goldman and Casey in their article state that creating a culture that encourages strategic thinking is a critical factor in leading change (2010). This has to be done through communication and establishing a visionary leadership structure. Rinaldi (2009) states that managing sustainable development performance is a visual path to success. Evidently, all the articles elucidate that the organizational leadership is vital in leading change. This confirms Kotter argument where the 8 step model denotes that transformational leadership is crucial for any leaders who want to lead change. The articles recognize that vision and communication are important and fostering team leadership makes the organization realize greater profit levels.

References

Antonakis, J. (2017). Editorial: The future of The Leadership Quarterly. The Leadership Quarterly, 28(1), 1-4. http://dx.doi.org/10.1016/j.leaqua.2017.01.005

Gist, M., Locke, E., & Taylor, M. (1987). Organizational Behavior: Group Structure, Process, and Effectiveness. Journal Of Management, 13(2), 237-257. http://dx.doi.org/10.1177/014920638701300204

Goldman, E., & Casey, A. (2010). Building a Culture That Encourages Strategic Thinking. Journal Of Leadership & Organizational Studies, 17(2), 119-128. http://dx.doi.org/10.1177/1548051810369677

Kotter, J. (1996). Leading change. New York. Harvard Business Press.

Lunenburg C. Fred. (2010). Approaches to Managing Organizational Change. International Journal of Scholarly Academic Intellectual Diversity. Volume 12.

Rinaldi, L. (2009). Managing sustainable development performance: a visual path? Journal of Accounting & Organizational Change, 5(1). http://dx.doi.org/10.1108/jaoc.2009.31505aad.002