Change Implementation

Tina Houff

MGMT 314  

Introduction

This paper is
based on change management. It proposes a major workplace change that has been
experienced due to a strategic merger between the parent company and a new
company. This strategic initiative has created impact on organizational culture
due to the amalgamation of two cultures. The paper explains the application of
Kotter 8-step model of change. (“The 8-Step Process”)It elucidates the
implementation of change using this model.

Kotter’s 8-Step Change Model

This model comprises of 8 steps that should be followed
sequentially to implement a change powerfully and successfully. (Kotter, 2012)The
steps are illustrated below:

Step
1: Create Urgency: This step calls for creating a need for change in the
workplace. The managers should act in a way that makes the employees feel that
change is mandatory and urgent.

Step
2: Build Guiding Coalition: This step involves convincing people for change
through strong leadership and collaborative efforts.

Step
3: Form a Strategic Vision and Initiatives: In this step the change agents
communicate an envisioned future to the employees and develop strategic road
map to attain it.

Step
4: Enlist a Volunteer Army: This step involves for making people ready for
implementing the change.

Step
5: Enable Actions by Removing Barriers: This step needs to remove the mental
barriers such as employee resistance and system barriers such as unfavorable
processes, etc.

Step
6: Generate Short Term-Wins: This step involves looking for small changes in
the initial phase, diagnosing them and bringing them in lime light so as to
reward the involved people.

Step
7: Sustain Acceleration: This step includes realigning the process, structures
and systems so as to give an impetus to the change process.

Step
8: Institute Change: This is the final step that involves anchoring the change
in the organization’s culture through sustained leadership and continual
efforts.

Change Implementation

The process of change implementation
illustrates the concrete actions that should be carried out under each step of
the model. Further the paper discusses the major obstacles experienced in the
process since changing an entrenched culture is the toughest task that a
manager faces. (“How to Change Your Organization’s Culture”)The individual beliefs and collective mindsets combine to create
a powerful immunity to change. (Kegan and Lahey, 2009) Some suggestions have
been recommended to remove the obstacles along with a focus on the most difficult
step in the whole process.

Action
Steps

Create Urgency

Demonstrate the need for change by focusing on statistics
showing success indicators such as revenues, sales volumes, market share, stock
prices, profitability and customer satisfaction (Meyer, 2016) that have been
affected by a cultural discrepancy. Reflect upon the opportunities that can be
exploited by a committed manpower working in a properly aligned culture.

Obstacle: One major difficulty that arises initially is the lack of
clarity in the minds of employees with respect to the needed conditions. They
may believe that this is not the right time to propose a change in culture.
They may be engrossed in doing things according to the prevailing culture and
do not want to give up their old ways so easily. So the major obstacle is to
transform the thinking of employees by altering their perception for the
proposed change.

Build a Guiding Coalition

It comprises of influential managers, leaders and top
executives from various departments with different level of expertise and
experience. Change agents should start working on change with this team who
will further motivate remaining employees in this direction by maintaining a
momentum for it.

Obstacles: The main obstacle in this step can be a sense of confusion
and an ambiguity related to the role of team that has been created. Employees
may complain about lack of communication and clarity. They may feel upset for
not being consulted and thus reluctant to listen to the change coalition.

Form a Strategic Vision

Codify the cultural decision in the form of explicit
statement explaining as how new culture will enhance customer and vendor’s
treatment methods, confidence level of employees, key business parameters, etc.
They should be guided on the values that are central to change. The vision
should be communicated coherently and repeatedly so as to hit the minds of
employees. The coalition team should sell the vision by repeating their vision
speech frequently.

Obstacles: The major obstacle is to show and make employees believe in
the big picture. They may not be ready to inculcate new values in the system
and feel discomfort. They may raise some doubts regarding the new vision and
ask for their role in the new scenario.

Enlist a Volunteer Army

Motivate people to cooperate with change team and join hands
with them in selling the change.

Obstacles: It may be possible that change agents might feel lack of
resources as change asks for shifting resources from present areas to desired
areas. Initially, few people get ready to cooperate with the team that also on
a trial basis. Volunteers may find difficult to attract more employees as generally
people do not want to leave their status quo.

Enable Actions by Removing
Cognitive and Physical Barriers

The change agents and leaders should be available to address
the anxieties, questions, doubts and concerns of the employees in an honest and
candid manner. Point out the people who are acting stubbornly against change
and counsel them in person. Look for an alignment in the structure, compensation
system and policies to ensure success. Bring employees of different cultures on
a common platform through meetings, team events, training sessions, etc.

Obstacles: Employees may be reluctant to participate or show distrust
in the management efforts. They may justify by explaining how previous changes
moved. They may be dubious about the values and beliefs of people coming from
different organization.

Generate Short Term-Wins

Highlight even a small change in the culture. Recognize and
reward people who are responsible for this situation. Create short term
targets. Publish and advertise these short success stories as how do they
contribute towards organizational success.

Obstacles: Employees may face institutional politics and hesitate to
participate in the celebration.

Suggestions

Change agents, leaders, sponsors, and change coalitions
should collaboratively work to remove the obstacles. The leaders from both the organizations
should motivate their people to become the part of new culture. They may
organize social and charity events where all employees can work together to
serve the community thus building the image of their company. The functional
groups should be created who are invited to join meetings, seminars related to
change. Leaders should always be ready to handle the personal grievances
related to change in a calm manner. The managers should convey information in a
way so that it matches with people’s expectations.

The
most difficult step in bringing the change is to enable actions by removing
physical, cognitive, structural and process barriers. It is tough to get
employees connected to the change emotionally. Because employees resist very
strongly and show no willingness to accept the change efforts.

Conclusion

It can be said in nutshell, that although a change brings
anxiety, ambiguity and uncertainty withitself but with proper guidance, counseling
and motivation, it is possible to elevate the thought process of employees in
the desired direction. The new culture thus created would be more flexible and
adaptive.

References

Kegan, R., &Lahey, L. (2009). Immunity to change.
Boston, Mass.: Harvard Business Press.

Guides.wsj.com,.
(2016). How to Change Your Organization’s Culture – Management – WSJ.com.
Retrieved 13 February 2016, fromhttp://guides.wsj.com/management/innovation/how-to-change-your-organizations-culture/

Forbes.com,.
(2016). Forbes Welcome. Retrieved 13 February 2016, fromhttp://www.forbes.com/sites/micahsolomon/2014/09/27/a-leadership-checklist-for-culture-change-and-customer-experience-excellence/#73909c2e3c47

Schwarzman,
B. (2016). Blackstone’s Schwarzman: Leading Change. Wsj.com.
Retrieved 13 February 2016, fromhttp://www.wsj.com/video/blackstone-schwarzman-leading-change/27F79AE8-9031-4C5D-9E91-C5F5C44589A6.html

Meyer,
A. (2016). Organizational Culture. 2012books.lardbucket.org.
Retrieved 13 February 2016, fromhttp://2012books.lardbucket.org/books/management-principles-v1.0/s12-organizational-culture.html

Bloom,
J. (2015). 6 Steps for Creating a Strong Company Culture. Entrepreneur.
Retrieved 26 January 2016, fromhttp://www.entrepreneur.com/article/244309

Kuppler,
T., & Page, A. (2013). The 9 Clear Steps to Organizational Culture
Change. ERE Media. Retrieved 13 February 2016, fromhttp://www.eremedia.com/tlnt/the-9-clear-steps-to-organizational-culture-change/

Michael
Hyatt,. (2008). Creating a Sense of Urgency. Retrieved 13 February 2016,
fromhttps://michaelhyatt.com/creating-a-sense-of-urgency.html

Kegan, R., &Lahey, L.L.(2009). Immunity to
change.Boston, MA: Harvard Business Review Press.

Kotter, J. P. (2012). Leading change. Boston, MA:
Harvard Business Review Press