Response: if this process aligns with Northouse $(2019),$ Lee $(2020),$ and Kotter et al$.(2021)$: I have worked for the same organization for the past $25$ years, most of my adult life after college.$$ While I wholeheartedly support the organization and our goals, there have been times when we have not implemented change in a way that supported our successful change or$$overall goals.$$ According to Kotter et al$.(2021),$ these are imperative to successful leadership. For a little background, I work for a non$-$profit health system with $28$ acute hospitals across $8$ states.$$ The organization also owns primary practices, urgent care, an insurance division, and smaller sub$-$businesses.$$ Most of the organization's hospitals, clinics, and headquarters are in Arizona.$$ The corporate offices$$sometimes struggle to understand the distinct needs of those facilities or clinics not in Arizona.$$ Kotter et al$.(2021)$ stated that this can be a hurdle with organizational culture when there isn$$t a$$clear understanding of the different regions.

Around $2019,$ we had a different leadership team at the senior corporate$-$level level.$$ Many decisions were made regarding either clinical care or business decisions, which were top$-$down, without understanding the unique differences between Colorado and Arizona.$$ Recognition that the laws are different in the two states was not considered either.$$ The organization implemented a large project created by a non$-$clinical team that recognized the need for corporate change without discussing it with stakeholders. A complete implementation plan with goals, metrics, and education was established.$$ This information was then to be cascaded down through the system.$$ This top$-$down type of information cascade is a traditional change method that creates more distrust within the team and$$increases the survival cycle $($Kotter et al$.,2021).$ This change can also harm the organizational culture, as some team members struggle with group norms and goal alignment $($Lee$,2020).$Additionally$,$ the implementation needed to be halted and revised to meet the state regulations.$$

The implementation team should have considered the change strategies that Kotter et al$.(2021)$ suggested.$$ If the team had been more inclusive of the team members with greater knowledge, they would empower the team $($Kotter et al$.,2021).$ This will also have the potential to positively impact the organizational culture through shared vision and beliefs $($Lee$,2020).$ In a high$-$reliability organization, this would be considered deference to expertise.$$ Leaders seek out the opinions of those closest to the work who have the expertise about the work $($David$,2023).$ This builds empowering teams that feel valued and support the organizational culture.$$ In the past couple of years, my organization has realized the mistakes that were made and now has a change management department that ensures a structure change model is followed when system changes are made.$$ The most significant component of the change model they utilize is consistent communication and stakeholder buy$-$in $($Kotter et al$.,2021),$ which aligns with Kotter$$s change model.$$ Since then, our organizational culture has increased, and the change projects have been primarily practical.

Give an example.