'Leading Change in an Organization Essay\r'

'Abstract\r\nThe truth of channel is that it is likely to occur in ad hominem life and business. In ordinate for an brass section to show the trueities of swap, effectual leaders is essential. leaders is critical to the advantage of any(prenominal) substitute gap. There be umpteen forms of leadership that each come with a modification of personality traits, this paper forget discuss leadership characteristics believed to be necessary to supremacyfully manage convert in geological formations for the next decade and how to economic consumption Kotter’s form simulation to implement supremacyful switch solicitude.\r\n modification in simply defined as â€Å"to put forward something different”, gibe to Mr. Neryl East, the author of â€Å" deviate â€What it is and what it isn’t” (East, 2007). Change management is the unconscious process that an agreement designs to respond and adapt to tack in order to improve its effectivene ss and ensure enshroudd success (Leban & adenine; Saban, 2008). leaders is critical to the success of any spay initiative in an organization. Quality leadership characteristics argon equ exclusivelyy signifi merchant shipt to the success of an organization. When skillful leadership is in place in an organization, it tummy be felt through come out the entire organization. When near leadership exists, positive corporate culture is non bank lined, it is goed (Mills, 2005). leaders is defined as a process by which ane person influences the thoughts, attitudes, and behaviors of some others (Leban & international adenylic acidere; Stone, 2008).\r\nLeaders set a direction for e trulyone else and they swear out the pot around them implement what lies ahead; they swear out their play alongers to visualize what might be achieved and they boost and inspire. Without leadership it is likely that a company of individuals would pronto collapse into argument and conflict. Leade rship back ups to point spate in the aforesaid(prenominal) direction and works towards crossroads efforts. Leadership is the ability to get other people to do something signifi fagt that they might not differently do. It’s energizing people toward a polish (Mills, 2005). In order for a leader to appropriate counter tilt in others he/she should possess galore(postnominal) positive characteristics such as the ability to be a sizeable communicator, be proactive versus macrocosm reactive and be flexible and adaptable among numerous possible characteristics to name a few (Group, 2009).\r\nAs a leader, it is equally grand to deliver clear, elliptical and consistent messages as it is to listen. Leaders should demonstrate a willingness to work to understand the needs of others. Leaders who ar able to be successful at perceive be able to ask meaningful questions, number all options and provide leadership in the indemnify direction. Secondly, is the ability to always think ahead, being proactive instead of reactive. Leaders who possess this characteristic are able to master their work environment with the cultivation of avoiding capableness problems before they occur. And digestly, an effective leader will adapt to impudently surroundings and situations, doing their best to specify in unexpected or uncomfortable situations (Val & group A; Kemp, 2012).\r\nChange strategies that are believed to generally be effective for leading fundamental channelise are setoff the need for close and constant communication, it is also important to top regularly on the important, significant issues and topics. Also, it is important that all members of the company think and act purposefully and then communicate the assignment and required separate to each member of the part, positioning the bum for a good fit with the company’s bearing and plan. The leadership style of a manager during the modify process can be either accommodating and consul tative or commanding and coercive (Leban & group A; Stone, 2008).\r\nAccording to Neryl East, the author of â€Å"Implementing an powerful Change trouble Strategy”, when round members are working collectively with management in a cooperative style, it can be expected that there will be both long and short term success to the company since the team will address issues and concerns and drops decisions in the general best interest of the organization. In the same way, when the decision is made by management to force the swop, the faculty may not be allowed to act in the decision making process. (East, 2007).\r\nFollowing this further, the Kotter’s process of leading substitute amaze has good cast offwork to allow the manager to work in a collaborative style with staff. Kotter’s place was show uped after studying more than one hundred organizations (Leban & Stone, 2008). Mr. Kotter was perplexed about the detail that the mass of pitch efforts wer e unsuccessful, and he sought out to identify the common error made in the change process. Kotters’s eight wooden leg model offers a process to successfully manage change and avoid the common mistakes that occur during change in an organization (Leban &Stone, 2008).\r\nFurthermore, the Kotter’s model for change is effective because it provided two lessons, first that the change process goes through a series of phases, each could last a considerable period of time and consequence that critical mistakes in any phase can gain a devastating impact on the nervous impulse of the change process. Kotter’s process of change localizees on the strategic, not tactical level of the change management process (Leban & Stone, 2008). In retrospect, the use of the Kotter’s change model during the capital punishment of electronic health records at my current employer, Clayton optic tenderness could have yielded a give way transition and fostered a more posi tive work environment.\r\nIn the Kotter’s change model, the first four stages deal with â€Å"unfreezing” the organization. These go involve reducing those forces that are allowing the organization to continue its current behavior. The next three stages introduce virgin practices, â€Å"changing/moving”. This tonus shifts the behavior of the organization to a overbold level. The last stage is required to ground the changes in the corporate culture â€Å"refreezing” and make them stick. This gait steadies the organization at a new state of balance (Leban & Stone, 2008).\r\nThe first measure in the Kotter’s model of change is to establish a great sense of urgency, identify crisis, potential crises and major opportunities (Leban & Stone, 2008). The passing of the Health teaching Technology for Economic and Clinical Health morsel (HITECH Act) in 2009 by President Obama was the driver of change for The Eye Center (CEC) (Secretary, 2013). The system had to be in place by deadlines set forth by the government, therefore the urgency for change was created.\r\nThe second musical note in the Kotter’s model of change is creating the manoeuvre coalition, by putting together a group of people with enough power to lead the change (Leban & Stone, 2008). The Eye Center was successful in organizing a mettle team, composed of managers from each department to provide mixed perspectives to the change process. The appointed centre team had previously worked together on various change issues and working as a viscid unit was of no concern.\r\nThe third step of the Kotter’s model of change is education a transformational ken and strategy. Create a fantasy that will help direct the change and develop strategies for achieving that mountain ( Leban & Stone, 2008). During this step, The Eye Center missed the luck to develop a positive need for the change. The vision for implementing a new EHR system was of ten stated as, â€Å"because we have too”. This was an opportunity for upper management to frame the view of the change before anyone formed a negative opinion about the change.\r\nThe fourth step of Kotter’s model of change is communicating the change vision, using all possible avenues to constantly communicate the new vision and strategies (Leban & Stone, 2008). In this step, The Eye Center was reluctant to communicate the change because they held entrust that ultimately the change would not be need. erst it was clear that the bill signed into law by the President would be upheld, there was very small(a) time to effectively communicate the change vision and receive positive demoralize in from the staff.\r\nThe fifth part step of Kotter’s model of change is empowering a broad base of people to take action, acquire rid of blockers, changing systems or structures that did not line up with the change vision (Leban & Stone, 2008). Empowering the staff , whether real or perceived could have been a very important step to achieving staff tide over towards the change. However, in the case of The Eye Center, and the managers appointed for the core team were empowered as they were the only members of the staff who had knowledge about the upcoming change. Keeping the majority of the staff members in the dark about the change and not providing a platform for them to feel a part of the change was instrumental in the aftermath for the possibility of successful change.\r\nThe sixth step of Kotter’s model of change is generating short term wins, visibly recognizing and rewarding people who made the wins possible (Leban & Stone, 2008). Generating short-term wins is necessary to prevent the loss of momentum and keep the organization engaged. The Eye Center was not as successful as it could have been in this step. Approximately 2 months after slaying, upper management decided to reward the front desk staff for what had been consid ered fair successful implementation of the system thus far. However, the other 4 departments that were largely affected by EHR implementation and played a role in its success, although only 2 months in were not offered rewards for their efforts. This flaw in judgment created negative vibes between departments that needed to work together for continued success of the change implementation.\r\nThe seventh step of Kotter’s model of change is consolidating gains and producing even more change by hiring, promoting and developing people who can implement the change vision (Leban & Stone, 2008). In this step, The Eye Center could make strides to correct past change errors by center on the continued development of staff with the new EHR system. The company should also consider utilizing previously purchased out of work project management hours to aid them in this step to ensure that moving forward the change vision process is revitalized. And finally in this step, the company could underframe on polices and structures that have worked during the change process and claim all polices and structures that don’t fit the change vision.\r\nThe eighth and final step of the Kotter’s model of change is institutionalizing new approaches in the culture by articulating the connections between new behaviors and company success sequence developing means to ensure leadership development and succession (Leban & Stone, 2008). This step again creates an opportunity for The Eye Center to build a foundation for successful change moving forward. The company could use this step to make successful change a part of its culture by communicating to the staff how current behaviors do or do not line up with the change vision of the organization. The implementation of continued leadership development through on-going training would also fulfill this step tour preparing the company for successful change behavior in the future.\r\nA clear description of the chara cteristics of a bouncing organization prepared to address the issues of change in the 21st century is upper management support and involvement, considering the needs of employees and an effective project manager. Change is just about impossible without the support and involvement of top leaders. Leadership must set the direction, pace and tone sequence providing a clear vision that brings everyone together (Leban & Stone, 2008). In order for any change initiative to be successful, the company must create a positive culture and motivate the staff, this allows them to visualize and buy in to the change project (Leban & Stone, 2008). Effective project management involves planning and coordinating all aspects of the change program, this allows the organization to place necessary focus on the values, attitudes and behavior of everyone involved to guarantee an effective outcome ( Leban & Stone, 2008). Without these characteristics, change programs risk failure.\r\nIn final consideration, there are many change models available to organizations; the Kotter’s eight-stage model dictates that each stage be worked through in order to receive successful change. Skipping even one step or moving too far ahead with a concrete foundation can create problems according to Mr. Kotter (Leban & Stone, 2008). In the case of The Eye Center, we see this to be the case; as complete follow through of each step could have yielded better results for the organization. The need for change is al nearly guaranteed for every organization if they want to remain relevant. Organizations that will succeed in the 21st century and beyond are those who are aware of what is changing in their perspective industries and are willing to take into account how those changes are most likely to affect its current success.\r\nReferences\r\nEast, N. (2007). Change-What it is and what it isn’t. Retrieved from Implementing an Effective Change Management Strategy: http://www.ark-g roup.com/downloads/Change-Management-Chap.pdf Group, H. L. (2009). Holden Leadership Center. Retrieved from Leadership Characteristics: Leadership Styles. Pathways: The Ontario Journal Of Outdoor Education, 24(3), 28-31. Leban, B., Stone, R. (2008). Managing Organizational Change second ed. Hoboken, New Jersey: John Wiley & Sons. Mills, D. Q. (2005). Leadership: How to Lead, How to Live. Retrieved from The Importance of Leadership: http://www.cafanet.com/LinkClick.aspx?fileticket=qwswE8roe74%3D&tabid=96 Secretary, O. (2013, June 13). FACT SHEET: whiten House job Force on High-Tech Patent Issues. Retrieved from The White House: www.whitehouse.gov Val, C., Kemp, J. (2012). Leadership Styles. The Ontario Journal of Outdoor Education, v24 n3 p28-31 echo 2012 4pp.\r\n'