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Essay / Research Paper Abstract
An 8 page paper that begins with caveats about change. The paper emphasizes Kotter’s eight stages but integrates Lewin’s idea and the transtheoretical model of change. Bibliography lists 8 sources.
Page Count:
8 pages (~225 words per page)
File: ME12_PGchgktt.rtf
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Unformatted sample text from the term paper:
is a process and sometimes, it is a very lengthy process. For instance, changing the corporate culture takes time because it is embedded in the minds of everyone who works
at that organization. Another certain thing about change is that there will be resistance. It does not matter how good the change will make things, people will resist it. They
will demonstrate resistance subtly or overtly. Change leaders must know how to deal with resistance and how to overcome it. There are numerous change management models available for any manager
to adopt. They have certain things in common. There must be a vision, there must be a plan that is implemented and the changes must become part of the corporate
culture. Isenhour (2010) suggests that change happens in stages, which are identified as. The first stage is Discovery when the people involved do not know what they dont know. Stage
two is discomfort when people do not like the change. Next is development when people wonder if they will ever get there. The fourth is demonstration at which point the
people do not want to go back to the way it was and the last stage is defend when people want to keep this new way (Isenhour, 2010). Each
of these five stages includes certain characteristics and each needs leadership. Many change projects fail because they do not have effective leadership. The leader must be actively involved. One of
the many elements in successful and sustainable change is communication. Everyone involved needs to know what is happening and when it is happening (Isenhour, 2010). Kotter suggests that change projects
failed because three is no sense of urgency. Kotter is well-known for his Eight Stages of Change Management. Interestingly, Kotter (1996) was investigating what went wrong in change projects. He
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