Respond to at least two colleagues by respectfully agreeing or disagreeing with their conceptualization of the change process and the connections

Respond to at least two colleagues by respectfully agreeing or disagreeing with their conceptualization of the change process and the connections they have made. Consider, too, whether you agree or disagree with their evaluation of the most important management function in the change process.

Use the Learning Resources to support your posts. Make sure to provide APA citations and a reference list. 

1-candance: 

In your own words, what is Kotter’s theory of organizational change?

John P. Kotter invented the 8-step model for employees and managers to use when changes need to be made. Kotter was inspired by the late Kurt Lewin, a psychologist who started field theory, to develop a model, called change model, in relation to field theory, that helps companies dissolve resistance and develop new habits for the company to thrive and become sustainable.

How do the stages of change used with clients apply to organizational change management?

Kotter’s focus of his change model for companies is on people and the communication surrounding change. Because our world is always changing, whether it be through social media platforms, technology, science or the economy, Kotter’s model of change helps companies master through everchanging society we have. Kotter developed the 8-stage model that he believes each company must go through to master the change process. Kotter divided the 8 stages into three phases, one being the unfreezing of the status quo, the second being the introduction of new behaviors and the third being anchoring the change in the corporate culture.

How do the four functions of management (i.e., planning, organizing, leading, controlling) connect with change management? Which function do you believe is most important in the change process and why?

Planning: involves setting objectives, developing strategic plans, setting realistic goals and expectations

Organizing: involves tasking such as creating organizational structures, defining roles and responsibilities, and establishing communication channels

Leading: involves influencing and motivating employees, adapting, facing challenges together

Controlling: involves monitoring performance, comparing results, making any corrections and discipling.

The four functions of management are interdependent and important. They are used at specific times but ultimately steer the organization toward achievement and goals. I believe planning is the most important process in the model of change because it involves decision making and evolution. For any project, capital or business to function well, plans must be laid out; it is the foundation each organization needs to achieve and succeed.  According to Kotter's model, the following points are essential for sustainably anchored change: control of the process by designated executives or a team of change agents, recognition of the need and urgency for change by all employees and following the common vision transparent, open and regular communication within and between the teams of a company across all levels. (Salimi 2020)

Reference

American Public University. (2024). The four Functions of management: How they impact business. https://www.apu.apus.edu/area-of-study/business-and-management/resources/the-four-functions-of-management/Links to an external site.

Salimi, S. (2020). Kotter Change Management Modell. Agile Academy. https://www.agile-academy.com/en/organizational-development/kotter-change-management-modell/Links to an external site.

2-sarah- 

Kotter’s Theory of Organizational Change

Kotter’s theory of organizational change, often articulate through his eight-step model, is a structured approach to implementing change effectively within organizations. According to (Kotter, 1998), the steps include creating a sense of urgency, building a guiding coalition, forming a strategic vision, communicating that vision, empowering employees to act on that vision, generating short-term wins, building on change, and embedding the change. The essence of this model lies in its emphasis on the necessity for leaders to clearly communicate the need for change and to engage employees at every step of the process, thereby fostering an environment that is conducive to successful transformation.

Stages of Change with Clients and Organizational Change Management

The stages of change that apply in one-on-one client settings can parallelly align with organizational change management. For instance, both processes often begin with establishing a readiness for change; this is akin to Kotter’s first steps of creating urgency and building a coalition. In both scenarios, change practitioners must identify barriers to change, facilitate open communication, and utilize support systems to guide clients or employees through the transition. The incremental nature of these stages allows both individuals and organizations to adapt and grow, fostering resilience and a positive outlook towards future changes (Furman et al., 2020).

Four Functions of Management in Change Management

Planning involves outlining the change process and setting clear objectives aligned with the organization's vision for the future.

Organizing emphasizes structuring the workforce and resources to effectively facilitate the planned changes.

Leading focuses on motivating and guiding employees through the change, promoting buy-in, and addressing resistance.

Controlling refers to monitoring the progress of the change initiatives and making necessary adjustments to ensure that the implementation remains on track.

Among these functions, leading is arguably the most important in the change process. Effective leadership not only defines the vision but also inspires and empowers employees to embrace change. A leader’s ability to communicate the vision, recognize contributions, and celebrate small victories can significantly influence employee morale and engagement during the stormy times of organizational change. Without strong leadership, even the best-laid plans may falter due to lack of motivation and resistance from employees (Grimolizzi-Jensen, 2018).

In summary, understanding Kotter’s eight-step model and its implications for managing individual and organizational change is essential for effective leadership. Integrating the four functions of management within this context reinforces the importance of strategic alignment and human-centric approaches in fostering a culture that embraces change in the social work organization.

References

Furman, R., Gibelman, M., & Winnett, R. (2020). Internal sources of organizational change. In Navigating human service organizations: Essential information for thriving and surviving in agencies (4th ed., pp. 187 – 202). Oxford University Press.

Grimolizzi-Jensen, C. J. (2018). Organizational change: Effect of motivational interviewing on readiness to change. Journal of Change Management, 18(1), 54 – 69. https://doi.org/10.1080/14697017.2017.1349162.

Kotter, J. P. (1998). Winning at change. Leader to Leader, 1998(10), 27 – 33. https://doi.org/10.1002/ltl.40619981009.