Kotter And Cohen Essay

2516 words - 10 pages

Running Head: How People Change Their Organizations2The Heart of Change: Real-life Stories of How People Change Their OrganizationsNameUniversityPrepared for: Professor NameCourse NameAbstractJohn P. Kotter and Dan S. Cohen's, The Heart of Change, Real Life Stories of How People Change Their Organizations and John M. Ivancevich's Organizational Behavior and Management discuss how change comes with opportunities and problems while making decisions along the way. According to Kotter and Cohen, there are eight steps to a successful process to any organization or business. Ivancevich explains that change within an organization is based primarily on one's behavior when push comes to shove. Kotter and Ivancevich believe that an organization can be successful with communication, control and sufficiency to implement a solid foundation for continual growth. I will now elaborate on the eight stages and whether they work with or against the organizational behavior process.Keywords: Organization, motivation, changeStep 1: Increase UrgencyThe first step is increase urgency, "is making sure people act with sufficient urgency" (Kotter and Cohen 15). Even if the urgency is with a large company or not, businesses grow by producing a sense of urgency with the decision making process. A good sense of urgency beams a sense of "let's go" (Kotter and Cohen 15). Sufficient urgency is an excellent motivator for those in leadership roles. According to Ivancevich, urgency refers to a timely manner in completing tasks. Ivancevich feels urgency is critical when making any type of decisions because concerns that are prioritized may increase urgency. Furthermore, "the importance of effective leadership for obtaining individual, group and organizational performance is so critical that it has stimulated a great deal of effort to determine the causes of such leadership" (Organizational Behavior, 25).Step 2: Building the Guiding TeamThe second step is building the guiding team, once the first step has been met with sufficient urgency then building the guiding team by "creating essential teamwork within the group" (Organizational Behavior, 37). In order to build the guiding team, it is important to have the right people you can trust and if faithful to the challenge. When building the guiding team each organization must build the urgency to reflect team members that will manage, resolve issues and communicate respectfully. Kotter and Cohen states, "a powerful guiding group has two characteristics. It is made up of the right people and it demonstrates teamwork". A guiding team is effective due to an overload of useful information and it will help make the process run smoother.Managers should strive to be positive motivators to ensure to have an effective team. Also, managers should reflect back on step one to increase urgency if problems occur and goals seem to become a mood point. The primary characteristics that team members will take charge are the position, experience, power...

Find Another Essay On Kotter and Cohen

Why Leaders Cannot Change Their Style

1686 words - 7 pages difficult for most people, and people are resistant to change because it is so deeply entrenched in humans’ brains (Kotter & Cohen, 2002). In Contingency Theory, Fiedler argued that leadership style is fixed and cannot be changed as leaders’ behaviors only fit to a particular situation, which is linked to their own personality traits. On the other hand, leaders are classified to be agents of change. A change agent is one who actually causes the

Change Management - The People Side of Change

1877 words - 8 pages . Works Cited 1) Burnes, B (2004) Managing Change, 4th ed. (0r 3rd ed. 2000) FT/Prentice Hall, Harlow 2) Kotter, J. and Cohen, D. (2002) Heart of Change: The Real Life Stories of How People Change their Organizations, Harvard Business School 3) O’Connor, J. and Seymour, J. (2003) Introducing NLP, Thorsons 4) Paton R A & McCalman J (2000) Change Management, a guide to effective implementation, 5) The Manager as Change

Organizational DNA: The Pacific Northwest Police Department

1307 words - 6 pages analysis and test of System 4 theory in Brazil. Journal Of Applied Psychology, 59(1), 15-23. doi:10.1037/h0035835 JCHS (2014). Jefferson County historical Society: records, city of Port Townsend, 1996.140.25a. Retrieved http://www.jchswa.org/ Kotter, J. P. & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business School Press. Nelson, G. L., Burger, C., & Pigorini, P

Managing Change in Organisations

1271 words - 5 pages Works Cited 1) Burnes, B (2004) Managing Change, 4th ed. (0r 3rd ed. 2000) FT/Prentice Hall, Harlow 2) Kotter, J. and Cohen, D. (2002) Heart of Change: The Real Life Stories of How People Change their Organizations, Harvard Business School 3) O’Connor, J. and Seymour, J. (2003) Introducing NLP, Thorsons 4) Paton R A & McCalman J (2000) Change Management, a guide to effective implementation, 5) The Manager as Change Agent By Jerry Gilley

Change Management

2722 words - 11 pages current crisis certainly makes it easier to catch people's attention and pushing up urgency levels. According to John P. Kotter, real leaders often create artificial crises rather than waiting for something to happen. The challenge during a crisis, however, is that it drains scarce resources from the firm thus leaving less maneuvering room - that is, far fewer funds to support new initiatives. Therefore, even though transformations start more easily

Kraft’s Strategy Implementation Components

1935 words - 8 pages . 2014. . Heneman, R. L., Fisher, M. M., and Dixon, K. E. (2001). Reward and organizational systems alignment: An expert system. Compensation & Benefits Review, 33(6), 18-29. Retrieved on November 6, 2012, from ProQuest. Kotter, John P., and Dan S. Cohen. The Heart of Change. Boston: Harvard Business School Press, 2002. Print. Mohan, Anne Marie. "Global


1778 words - 8 pages involved in the change in both organisations. Altering the recipients beliefs towards the change will provide a more successfully outcome (Kotter and Cohen, 2002). Change levers The change levers selected in this approach reflect the change decisions. The Culture Web presented by Johnson (1998) in Balogun and Hope Hailey (2004a) is used to outline the change levers recommended. Table 1 provides details of the change levers that will be

Army Design Methodology

1597 words - 6 pages Practitioner, Teachers, and Students. Hoboken, NJ: Wiley, 2007. Cohen, E. A. and Gooch, J., Military Misfortunes: the Anatomy of Failure in War, New York, 1991 Dörner, D., The Logic of Failure: Recognizing and Avoiding Error in Complex Situations. New York: Basic Books, 1996. Griffith, Robert, K. The US Army Transition to the All Volunteer Force 1968-1974. Washington, DC. Center for Military History, United States Army. 1997. Kennedy, Paul. "Engineers

Business Analysis of Gulf States Metals Inc

5620 words - 22 pages organisation from the political frame also suggests that support for a change program could also be leveraged through creating a sense of urgency (Kotter, 1996) to turn the organisation around and thus save jobs. Where resistance is encountered, tactics such using remunerative power (Burnes, 1996; 2000) (in this case the threat of the plant shutting down) or bargaining and negotiation could be utilised to win people over

Understanding Individual Resistance in Organizational Change

3041 words - 13 pages , Molinsky (1999) ’argues that just as change leaders manage change, change manages change leaders. The interactions between change and agent are bi-directional’. Kotter and Cohen (2002) suggest that organisations should to take into account the complex task of organisational change mainly understanding the behaviour of the individual. Also Agocs (1997) suggested that change need to be understood and managed in a way that people can cope effectively

Integrate and Synthesize Leadership Key Lessons

2738 words - 11 pages all the internal controls. Change was here. Leading Change and the Future The organization is in the middle of the eight-stage change process described by Kotter. Systematic actions took place following the first six steps. A sense of urgency was established to answer to the internal investigation issues. This step instituted a lot of change by simplifying the organizational processes. A guiding coalition team was formed to address internal

Similar Essays

A Comprehensive Discussion On The Similarities Of Change As Discussed In The Heart Of Change And Organizational Behavior And Management

2201 words - 9 pages field, where all competitors around the globe have equal opportunity to compete,” in a global market that historically and geographical has been impossible several decades ago (Ref #1). In light of this, the authors of “The Heart of Change”, John Kotter and David Cohen (2002) and “Organizational Behavior and Management” textbook by Ivancevich, Konopaske, and Matteson, (2011) authored respective books on implementing effective change in an

Leadership And Change Essay

1298 words - 6 pages maintain or to keep an organization. Leadership it generates motion, it is not static. “Throughout the ages, individuals who have been seen as leaders have created change, sometimes for the better and sometimes not”. Based on this quote and the need for change that define a leader, I will present, analyse and apply the eight steps which bring flourishing/productive change in any kind of organization as exposed by John Kotter in his two books

Managing Organizational Change Essay

2320 words - 9 pages transformational leadership and its impact on culture and change initiatives. One way transformational leaders can inspire employees to act for the greater good of the organization is by collaborating with employees to create a shared purpose and vision for the change (Kotter & Cohen, 2002). Many top managers make the mistake of believing that they are responsible for creating the vision and purpose for any change programs that are initiated. However

Empowering Your Organization Essay

1497 words - 6 pages pertain to that organization. Those being; (1) leaders versus employees mindset, (2) distrust and cynicism, (3) thoughts or feelings not freely expressed for fear of repercussion, and (4) unresolved interpersonal issues that linger and create animosity, Gershon & Straub (2009). John Kotter and Dan Cohen (2002), in an article called “Creative ways to empower action to change the organization,” written for The Journal of Organizational Excellence