Create a change management plan that applies Kotter's 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.

The aim of Kotters Change Model is to aid managers in creating real change rather than simply creating messages about the need for change.The eight steps of Kotters model overlap so managers should be cautious not to progress linearly through them:

1. Create Urgency Develop a message that conveys the necessity of change. This can be accomplished by constructing scenarios that convey what could happen if the organization does not change, establish what threats are currently facing the organization, create conversations surrounding change, or garner support from customers or outside sources.
2. Form a Powerful Coalition Gather a group of individuals from several departments within the organization at different levels who support the change. Engage in some team building exercises to ensure that the coalition is cohesive.
3. Create a Vision for Change Create a succinct description of what the organization should look like in the future and develop a plan for getting the organization to that point. Additionally, ensure that the vision can be applied to all aspects of organizational functioning. Make sure that each member of the coalition feels included in creating that description and feels comfortable describing it to others.
4. Communicate the Vision The vision should be mentioned as often as possible and in all situations (i.e., formal as well as informal settings) so that individuals remember it and start to support it. It is also important to attend to others concerns with the vision or the change in general.
5. Remove Obstacles Identify and adjust any aspect of the organization that is misaligned with the vision (e.g., job descriptions, compensation, performance management systems etc.). If certain employees of the organization are resisting the change, talk with them about what can be done to make them more comfortable.
6. Create Short-Term Wins It is important that the process of implementing large-scale changes includes short-term goals so that resistant or pessimistic employees can see that the change is working and supporters of the change continue to be motivated. However, ensure that short-term goals are relevant to the change-making process so as to not waste time and money.
7. Build on the Change After any small success, determine what was done well and can be refined and encourage employees or bring in outside sources to continuously generate new ideas.
8. Anchor the Changes in Corporate Culture Embed the change in the companys core values, beliefs and assumptions. Consider the values set forth in the vision when hiring and training new employees so that they internalize the values from the start of their time at the organization and recognize the hard work of the key change makers.