In the attached article, Kotter shares insights gleaned from more than 100 companies during various...

Question

In the attached article, Kotter shares insights gleaned from more than 100 companies during various periods of transformation. In some situations, change was incredible successful – however, in most circumstances, it was not. He positions his perspective around the 8 errors that can negatively impact the intended positive change we hope for in our organizations. As you reflect on this article, consider the following questions:

· Which of the errors described most resonated with you? Why?

· Do you believe that it takes 75% of your team to be convinced that something is totally unacceptable (or worthwhile) before a sense of urgency is created?

· Is there such a thing as over-communicating a vision?

· Do you tend to remove upstream barriers or identify a potential work-around?

Directions:

Reply to each of the questions “Highlighted” that directly relates to Kotters’ assertions. Provide additional insights from other content is allowed.

leading-change-1-wn54scmd.pdf

Sumita Mitra · Accepted Answer

3
Leading Change: Answers:
In reference to the article by Kotter few errors being described here resonated the most in me is not developing enough sense of urgency in the mind of the team or the people. It is always difficult to take people out of their comfort zones after years of being under the same sense of security and comfort. This is needed to cope with competition and change in the business dynamics. The market scenario drives this change and such errors can be critical as many companies faltered in a way of resisting changes internally and not being able to turnaround fast due to such error in not establishing a sense of urgency. Another error that I can reflect upon is lacking proper vision. In any sort of organisational change proper visioning and roadmap is crucial for putting all other goals in place.

In the attached article, Kotter shares insights gleaned from more than 100 companies during various periods of transformation. In some situations, change was incredible successful – however, in most...

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