The purpose of this paper is to compare and contrast Lewin’s and Kotter’s change theories and identify the main concepts. These theories will show how change is essential in order to motivate people for long-term success and how these theories play important roles in the change process for any organization. The similarities and differences of the theories will also be presented. Kurt Lewin identified three stages of change theory (Lewin, 2010). He stresses that all employees should be aware of a need for change from the status quo and take actions based on awareness of change and commit to the effort until new standards are rooted in the organization.
Nicolette was feeling overwhelmed and exhausted after having first committee meeting for the summer tournament. She has received many ideas and suggestions from committee members, so she realized the responsibility for this vast amount of work, which needs to be done promptly. Few ideas were incorporating to corporate sponsorship to help fund the tournament, selling tournament related product such as t-shirts and sweatshirts. Others strategies are to contact local area colleges to convince them to use their soccer fields and provide rewards to the winner. Besides the ideas from committee members, Nicolette planned to develop a work breakdown structure to organize the summer invitational tournament project in an efficient way.
In general, people do not accept and adapt to changes quite effectively when they are used to constant for a long time. Especially in the case of an organization, the company culture and structure would have been constant for a long time before considering for an organizational change. But once change has been made, people will start to learn from changes, however in some cases may not get better at change. Sometimes, change does damage that may not be reparable such as damaging staff morale, causing the increase of staff turnover.
Compassionate Care Through Intentional Rounding Andrew S. Eberhart, Lorretta Gail Hutchings, Mary Al-Khazraji, Katie Ellingson, & Jocelyn Nitzkorski University of Mary Compassionate Care Through Intentional Rounding Every day, individuals are admitted to hospitals experiencing uncertainty, fear, and anxiety. At its very core, the profession of nursing is centered around compassion, and providing meaningful care for patients. Intentional rounding is a variable system that has been created in order for nurses to assess and address the care needs of a patient. In fact, recent evidence shows that effective, intentional rounding can lead to decreased patient falls, decreased hospital acquired conditions (HAC), and increased patient
As a leader, you are tasked with implementing new changes and leading your staff to accept and implement the changes. You must be able to present the idea, involve your staff in planning and trust them to come up with ideas to make the change happen. Leaders should motivate staff and know how to handle resistance (Huber, 2014). How you interpret change, whether you are accepting to it or refuting it, is how you will transpire that change in your staff. A leader needs to analyze themselves first and figure out how they process changes and what their leadership style is.
How do I handle the challenges of managing a cross functional team? Introduction “Get the right people on the bus, the wrong people off the bus, and the right people in the right seats.” - Jim Collins’ quote from the book, Good to Great Forming Cross-functional teams to work on projects has become popular in the last few years. There are three primary reasons: a. The team has improved coordination and integration b. Expand organizational boundaries (Lines of Reporting, Verticals, Functions) c. Reduce the cycle time in terms of service delivery When people come together from various disciplines, they bring diversity, their expertise in problem solving, different perspectives to look at the problem statement, their creativity and innovation
Ten Common Mistakes in Leading Transformational Change After more than three decades of working with executives in organizations undergoing transformational change, we are in the unique position to be able to identify best practices and common mistakes being made across industries. This document provides an overview of our latest findings. There is no reason to be repeating mistakes we can so plainly name. We want to make you aware of these mistakes so you can both avoid them and consciously set up your organizational change efforts to produce successful results. Here are the mistakes, along with a brief description of how they play out, why they occur, and what to do about them.
Tools/Elements to Combat Resistance Organizational Change Professor Name Date Introduction Change is an ongoing process in the organizations that is necessary to keep businesses competitive in the global business environment. Resistance to Change is the concept in which, people want to maintain and protect their status quo.
Due to forces such as globalization and political shifts to neoliberalism, organizational change has become a ubiquitous force that demands to be acknowledged (Piderit, 2000). While the need to implement and manage change becomes a perceived necessity, an estimated two-third of organizational change efforts do not translate into the intended aims nor are they sustainable in the long run (Choi & Ruona, 2011). The past two decades have witnessed a surge of interest in the adoption of a plethora of changes in many organizations (Soltani, Lai, & Mahmoudi, 2007). In general, contemporary organizations have been opposed by conditions of increased competition, changes in government policies, new products, growth, technological advancements and an
In current business environment, change is a common element that is continuously occurring irrespective of an organisations size, industry and age. As the world is changing, organisations must also change quickly to stay competitive. According Kotter (1996), organisations that handle change well thrive whilst those that do not either fail or struggle to survive. In this literature, the change that organisation XYZ underwent will be linked to Kurt Lewins 3-step model of change namely unfreeze, change and refreeze. In addition, will be the discussion of other key change management models such as Kotters 8 step model and Procsi model.