Managing of Change
Table of Contents
Introduction
Common errors in leading change
Error 1: Not establishing a great enough sense of urgency
Error 2: Not creating a powerful enough guiding coalition
Error 3: Lacking a vision
Error 4: Under communicating the vision by factor of ten
Error 5: Not removing obstacles to new vision
Error 6: Not systematically planning for, and creating, short-term wins
Error 7: Declaring victory to soon
Error 8: Not Anchoring changes in the organization culture
Conclusion
Bibliography
Introduction
Nowadays, the business environment are changing rapidly, an organization hoping to survive over the long term will have to make themselves to be better than competitors. In order to successful, organizations must execute in the present and adapt themselves to the new economy and new worldwide requirement which become more harsh and strictly. For change to stick and be accepted, organizations need to consider the connections between the processes to systems, with people are the centre. However, people have different view in change, just as the nature of change varies, so do the human responses and reaction to it. Some people seem confused and confounded by change and unpredictability, and do their best to avoid it.
In “Leading change: Why transformation effort fail.” by (P.Kotter, 1995), with his article we will be able to understanding and have knowledge of all the competing actions and challenges in delivering acceptance in change. By learning Kotter share and the way he describes the change process makes this article a straightforward read, easy to apply to the organization settings.
The article reports is the resulted of Kotter’s research and working experience and observing over 100 companies, which trying to remake themselves significantly better competitors. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds. In almost every case, the basic goal has been to cope with a new, more challenging market by changing the way business is conducted. Few had been successful, some ended up as failures, and the rest were somewhere in the middle, frequently almost toward failure.
It was show the fact that it is not easy to make sustained transformation change. (P.Kotter, 1995) learned from successful cases that change process goes through a series