Create a change management plan that applies Kotters 8-Step Process for Leading Change to the following scenario.

As a mid-level manager within Company X, you have been given the task of establishing a formal code of ethics for administrators for the department you lead. Several of the employees within your department have expressed reluctance about this change initiative. A number of them have been with the company for many years and have seen several change efforts fail, and they dont see value in this one. In a situation like this, it can open up the doors for resistance to change in several ways. Some people like the status quo, because many changes that theyve been affected by have failed. Also, when theres a change that comes without stakeholder feedback, theres often little buy-in. There may be a control or fear factor in the minds of some, in thinking about how this change could have an impact them. All of these thingsand probably many moreare reasons why people can resist change and may be especially true in this case.

Based on the scenario above, apply Kotter's model to accomplish the organizational change initiative of a formal code of ethics for administrators for your department. Imagine this will be going to company leadership, so you will need to provide complete coverage for all actions, but briefly and concisely.

Be sure to describe what actions you would take in each of the eight steps of Kotter's model.

Step 1: Establishing a Sense of Urgency

• Help others see that change is needed, so they will realize the importance of acting right away.

Step 2: Creating the Guiding Coalition

• Gather a group that has the power to lead the change. Encourage teamwork.

Step 3: Developing a Change Vision

• Create a vision to guide the change initiative, and develop strategies to attain the vision.

Step 4: Communicating the Vision for Buy-in

• Ensure that most people understand and accept the vision and strategy.

Step 5: Empowering Broad-based Action

• Get rid of obstacles to change, change systems, or structures that may go against the vision. Encourage risk taking and innovation.

Step 6: Generate Short-term Wins

• Plan for and follow up with achievements that are transparent, and reward involved employees.

Step 7: Never Letting Up

• Use increased credibility to change systems, structures, and policies that do not fit the vision. Hire, promote, and develop employees who can implement the vision, and reinvigorate the process with new projects, themes, and change agents. (Kotter International, n.d.).

Step 8: Incorporating Changes into the Culture

Communicate the link between new behaviors and organizational success, and develop methods to ensure leadership development and succession.

Include at least three particular strategies to overcome resistance to change.