BUS661 Week 4 Assignment.docx

The status quo can be considered the equilibrium

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and changing the current institutional attitude. The status quo can be considered the equilibrium position, which naturally wants to keep things as they are. Unfreezing can be achieved by, for instance, increasing the forces that drive behavior and attitudes away from the status quo. This can be done by making people realize the need for change, and building trust. The second step involves developing new behaviors, values and attitudes. This can be accomplished via changes to organizational structure or development techniques. One method that can be used is to convince both individuals and groups that the status quo is not beneficial, and they need to see the problem from a fresh perspective. The final step is concerned with the crystallizing of the new state of affairs, after the change has been made. The organization may revert to the old ways of doing things unless the changes are reinforced, through freezing (Shore, 2018). On the other hand, we have Kotter’s 8-step change model that is comparatively more complex, it encourages employees to accept the need for change after being convinced of the urgency by leaders. The steps are briefly as follows: Create urgency: This motivates employees and inspires necessary teamwork. Form a powerful coalition. Select and recruitthe individuals who can carry out the change. Create a vision for change: This step involves determining the values central to change, and then creating a strategy to fulfil the vision you have outlined. Communicate your vision: Your message will have to compete with other day-to-day communications within the company, so it’s good to make sure it’s top of the agenda. Remove obstacles: This frees up those who are in favor of the change. Create short-term wins: As a motivator for success, winning is top of the list. Create some short-term goals that helps further your vision for change and can be accomplished relatively quickly. Build on the change: Kotter argues that many change projects fail because victory is declared to early. Keep the momentum
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Successful Change Versus a Dismal Failure 5 going by continually reassessing what went right and what still needs improving. Finally, anchor the change in the corporate culture (Shore, 2018).
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  • Spring '12
  • AGUILAR
  • successful change

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