Sanders 1
APPROACH
Sanders 2
APPROACH
Sanders 1
Running: APPROACH
The Right Approach
Blanche Sanders
Walden University
MMSL- 6125: Initiating and Managing Change
Dr. Timothy Gandee
May 15, 2022
Kotter suggests that people are made to change their actions or behavior by providing them with analysis that helps shift their thinking, unlike showing them a truth aimed at influencing their feelings (Kotter & Cohen, 2002). This applies more in large organizations that deal with mergers, acquisitions, restructurings, globalization, cultural transformation, new strategies, and new technologies. He, however, acknowledges that achieving large-scale change is usually a complex affair that must happen in eight stages. In all phases of his theory, people’s behavior is at the heart of change. Thus, organizations need to focus more on changing their employees’ behavior to achieve a large-scale organizational change fully.
On the other hand, Beer and Nohria propose two theories that bring about change; theory E, which is based on an organization’s economic value, and theory O, which is based on organizational capability (Beer & Nohria, 2000). Theory E is characterized using substantial economic incentives, downsizing, drastic layoffs, and restructuring. The change is mainly influenced by the top management, who makes all the decisions without the involvement of the employees. This change aims at achieving immediate change, which may not be sustainable in the long run due to the lack of support by the employees.
Theory O proposes change more focused on developing the organizational culture and human capability. The change process thus is characterized by corporate and individual learning. It’s usually a gradual process that occurs over time. The process involves obtaining feedback from employees, reflecting, and implementing changes. This theory is exposed to fewer risks than theory E as the change occurs as a collective process. To make a practical difference in any organization, Beer and Nohria suggest the incorporation of both theory E and theory O.
Kotter’s change management process is based on a see, fee, and change method. He states that most successful organizations do not prosper by focusing on gathering formal data, performing analysis, or writing reports and presentations. Instead, they grow by showing people the problems they are currently facing and providing suggestions on how to resolve them. In this way, people can see the need for change, and their feelings are evoked such that they are open to change. They, therefore, will be ready to overcome the challenges that the change might bring about.
I think the most effective change is the one that comes from within the members of an organization. Once most employees acknowledge and see the need for change, there will be less resistance during the transition. In addition, change that occurs this way is likely to influence the organization’s culture and thus is more likely to be long-term or permanent. This is more like the eight-step process proposed by Kotter, which is a gradual process.
Components of the Two Models
Kotter’s 8-Step Process
Cracking the code of Change
Change occurs by first creating urgency among members of an organization so that they can react to the change.
Change can either occur from enforcement by the top management or from within the members of the organization.
There’s only one way of enforcing change.
The most effective change is done by incorporating various ways.
Change is a gradual process enforced over time.
Change can be enforced almost instantly.
Short-term wins create momentum among people as they begin to adopt change.
Incentives help in reinforcing change among people.
The focus is mainly on the organizational culture.
Focus is on both the hard and soft structures of the organization.
Change is enforced in a bottom-up approach.
The most effective change occurs when a direction is set from the top of the organization and enforced in a bottom-up approach.
A guiding team has the vision and strategies used for enforcing change.
The top management has the vision and strategies used for enforcing change.
The guiding team is solely responsible for enforcing change.
Consultants may be used to empower employees and hence reinforce change.
References:
Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133–141.
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Review Press.