MSC-Helga Kristin Magnusdottir-June 2018.pdf

Develop the right vision communicate it eliminate

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develop the right vision, communicate it, eliminate barriers, generate short-term wins and manage dozens of change projects. The modern business environment is too complex and dynamic for one manager to accomplish this alone (Kotter, 1996). Kotter (1996) describes four characteristics that seem to be essential for the group. First, the guiding coalition group must have enough authority in the organization. Key players in the group must have the authority to make decisions and be powerful enough so that others cannot block progress. Second, the group must have sufficient knowledge from different points of view. The group should have a broad understanding of the organizational structure as well as knowledge of core tasks that are relevant to the task at hand, which will result in informed decisions. Third, Kotter (1996) believes that the group has to have enough credibility. Individuals that form the group must have good connections with others in the organization in order for decisions to not be questioned. And finally, part of the individuals in the group must have leadership talent to drive the change process. Kotter (1996) states that groups only composed of managers and not leaders will not succeed and can cause significant change efforts to fail. Successful change efforts demand leadership (Kotter, 1996). An excellent guiding coalition will have the capacity to make change happen despite resistance from others. The group will be able to create a vision and communicate it, as well as encourage others to take action. The group will have to be powerful enough to make short- term wins, lead and manage change projects and, in the end, anchor the new approaches into the organization’s culture (Kotter, 1996). 2.2.3 Form a Strategic Vision and Initiatives Vision refers to the desired future with the description on how to create it. Without a vision, transformation effort can fail miserably. It can lead to confusing and irreconcilable projects that do not lead the organization in the right direction (Kotter, 1995). Vision clarifies the direction of the change and can, at the same time, motivate people to take action. The vision can also act as coordination of actions of different people (Kotter, 1996). Often, people
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8 disagree with the direction and wonder if the change is needed. Vision should help people to see if, by implementing the change, the organization will be more successful. A good vision has the following six characteristics: 1. Imaginable 2. Desirable 3. Feasible 4. Focused 5. Flexible 6. Communicable 2.2.4 Enlist a Volunteer Army Clear vision is essential but if under-communicated it is useless. Communicating a vision can be difficult to manage and, therefore simplicity is the key which is the first element of effective communication of vision that Kotter (1996) presented. The vision must be easily understandable to all employees, not containing complicated phrases which make the vision incomprehensible (Kotter, 1996).
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  • Fall '19
  • Qualitative Research, John Paul Kotter

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