Running head: CHANGE IMPLEMENTATON Change Implementation Tina Houff MGMT 314 1 CHANGE IMPLEMENTATION 2 Introduction This paper is based on change management. It proposes a major workplace change that has been experienced due to a strategic merger between the parent company and a new company. This strategic initiative has created impact on organizational culture due to the amalgamation of two cultures. The paper explains the application of Kotter 8-step model of change. (\"The 8-Step Process\") It elucidates the implementation of change using this model. Kotter's 8-Step Change Model This model comprises of 8 steps that should be followed sequentially to implement a change powerfully and successfully. (Kotter, 2012) The steps are illustrated below: Step 1: Create Urgency: This step calls for creating a need for change in the workplace. The managers should act in a way that makes the employees feel that change is mandatory and urgent. Step 2: Build Guiding Coalition: This step involves convincing people for change through strong leadership and collaborative efforts. Step 3: Form a Strategic Vision and Initiatives: In this step the change agents communicate an envisioned future to the employees and develop strategic road map to attain it. Step 4: Enlist a Volunteer Army: This step involves for making people ready for implementing the change. Step 5: Enable Actions by Removing Barriers: This step needs to remove the mental barriers such as employee resistance and system barriers such as unfavorable processes, etc. CHANGE IMPLEMENTATION 3 Step 6: Generate Short Term-Wins: This step involves looking for small changes in the initial phase, diagnosing them and bringing them in lime light so as to reward the involved people. Step 7: Sustain Acceleration: This step includes realigning the process, structures and systems so as to give an impetus to the change process. Step 8: Institute Change: This is the final step that involves anchoring the change in the organization's culture through sustained leadership and continual efforts. Change Implementation The process of change implementation illustrates the concrete actions that should be carried out under each step of the model. Further the paper discusses the major obstacles experienced in the process since changing an entrenched culture is the toughest task that a manager faces. (\"How to Change Your Organization's Culture\") The individual beliefs and collective mindsets combine to create a powerful immunity to change. (Kegan and Lahey, 2009) Some suggestions have been recommended to remove the obstacles along with a focus on the most difficult step in the whole process. Action Steps Create Urgency Demonstrate the need for change by focusing on statistics showing success indicators such as revenues, sales volumes, market share, stock prices, profitability and customer satisfaction (Meyer, 2016) that have been affected by a cultural discrepancy. Reflect upon the opportunities that can be exploited by a committed manpower working in a properly aligned culture. CHANGE IMPLEMENTATION 4 Obstacle: One major difficulty that arises initially is the lack of clarity in the minds of employees with respect to the needed conditions. They may believe that this is not the right time to propose a change in culture. They may be engrossed in doing things according to the prevailing culture and do not want to give up their old ways so easily. So the major obstacle is to transform the thinking of employees by altering their perception for the proposed change. Build a Guiding Coalition It comprises of influential managers, leaders and top executives from various departments with different level of expertise and experience. Change agents should start working on change with this team who will further motivate remaining employees in this direction by maintaining a momentum for it. Obstacles: The main obstacle in this step can be a sense of confusion and an ambiguity related to the role of team that has been created. Employees may complain about lack of communication and clarity. They may feel upset for not being consulted and thus reluctant to listen to the change coalition. Form a Strategic Vision Codify the cultural decision in the form of explicit statement explaining as how new culture will enhance customer and vendor's treatment methods, confidence level of employees, key business parameters, etc. They should be guided on the values that are central to change. The vision should be communicated coherently and repeatedly so as to hit the minds of employees. The coalition team should sell the vision by repeating their vision speech frequently. CHANGE IMPLEMENTATION 5 Obstacles: The major obstacle is to show and make employees believe in the big picture. They may not be ready to inculcate new values in the system and feel discomfort. They may raise some doubts regarding the new vision and ask for their role in the new scenario. Enlist a Volunteer Army Motivate people to cooperate with change team and join hands with them in selling the change. Obstacles: It may be possible that change agents might feel lack of resources as change asks for shifting resources from present areas to desired areas. Initially, few people get ready to cooperate with the team that also on a trial basis. Volunteers may find difficult to attract more employees as generally people do not want to leave their status quo. Enable Actions by Removing Cognitive and Physical Barriers The change agents and leaders should be available to address the anxieties, questions, doubts and concerns of the employees in an honest and candid manner. Point out the people who are acting stubbornly against change and counsel them in person. Look for an alignment in the structure, compensation system and policies to ensure success. Bring employees of different cultures on a common platform through meetings, team events, training sessions, etc. Obstacles: Employees may be reluctant to participate or show distrust in the management efforts. They may justify by explaining how previous changes moved. They may be dubious about the values and beliefs of people coming from different organization. Generate Short Term-Wins CHANGE IMPLEMENTATION 6 Highlight even a small change in the culture. Recognize and reward people who are responsible for this situation. Create short term targets. Publish and advertise these short success stories as how do they contribute towards organizational success. Obstacles: Employees may face institutional politics and hesitate to participate in the celebration. Suggestions Change agents, leaders, sponsors, and change coalitions should collaboratively work to remove the obstacles. The leaders from both the organizations should motivate their people to become the part of new culture. They may organize social and charity events where all employees can work together to serve the community thus building the image of their company. The functional groups should be created who are invited to join meetings, seminars related to change. Leaders should always be ready to handle the personal grievances related to change in a calm manner. The managers should convey information in a way so that it matches with people's expectations. The most difficult step in bringing the change is to enable actions by removing physical, cognitive, structural and process barriers. It is tough to get employees connected to the change emotionally. Because employees resist very strongly and show no willingness to accept the change efforts. Conclusion It can be said in nutshell, that although a change brings anxiety, ambiguity and uncertainty with itself but with proper guidance, counseling and motivation, it is possible to CHANGE IMPLEMENTATION 7 elevate the thought process of employees in the desired direction. The new culture thus created would be more flexible and adaptive. References Kegan, R., & Lahey, L. (2009). Immunity to change. Boston, Mass.: Harvard Business Press. Guides.wsj.com,. (2016). How to Change Your Organization's Culture - Management - WSJ.com. Retrieved 13 February 2016, from http://guides.wsj.com/management/innovation/how-tochange-your-organizations-culture/ Forbes.com,. (2016). Forbes Welcome. Retrieved 13 February 2016, from http://www.forbes.com/sites/micahsolomon/2014/09/27/a-leadership-checklist-for-culturechange-and-customer-experience-excellence/#73909c2e3c47 Schwarzman, B. (2016). Blackstone's Schwarzman: Leading Change. Wsj.com. Retrieved 13 February 2016, from http://www.wsj.com/video/blackstone-schwarzman-leading- change/27F79AE8-9031-4C5D-9E91-C5F5C44589A6.html Meyer, A. (2016). Organizational Culture. 2012books.lardbucket.org. Retrieved 13 February 2016, from http://2012books.lardbucket.org/books/management-principles-v1.0/s12- organizational-culture.html Bloom, J. (2015). 6 Steps for Creating a Strong Company Culture. Entrepreneur. Retrieved 26 January 2016, from http://www.entrepreneur.com/article/244309 CHANGE IMPLEMENTATION 8 Kuppler, T., & Page, A. (2013). The 9 Clear Steps to Organizational Culture Change. ERE Media. Retrieved 13 February 2016, from http://www.eremedia.com/tlnt/the-9-clear-steps-toorganizational-culture-change/ Michael Hyatt,. (2008). Creating a Sense of Urgency. Retrieved 13 February 2016, from https://michaelhyatt.com/creating-a-sense-of-urgency.html Kegan, R., & Lahey, L. L.(2009). Immunity to change. Boston, MA: Harvard Business Review Press. Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press