Change Management- Assignment

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CHANGE MANAGEMENT
Student Name
Institution Name
Task 4

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CHANGE MANAGEMENT
In the present competitive world, change is inevitable. Organizations initiate change in their
policies, operations, structure to enhance efficiency. However, not all change initiatives in
organizations lead to positive outcomes. Change is a fragile process which can either impact
positively or negatively on organizations. Without proper measures in place, change
initiatives can result in employee withdrawal, resistance, and demotivation. This report
provides an insightful guideline on how SJV and VicSolar will implement changes to their
policies and organizational structure to ensure strategic re-alignment and restructuring of the
organization.
Change is a challenging concept to implement in organizations especially after a crisis.
According to Coombs (2013), initiating change after a crisis makes the employees view the
move as a retaliation from the management if it is not communicated effectively. Moreover,
DuBrin (2013) advises that managers should be in the forefront in communicating the
intended change and how it will affect the organization’s operations. Failure to communicate
the intended change in advance and a comprehensive manner can significantly affect the
psychological stability of the employees.
Consequently, it is vital to implement change in a way that does not compromise the
psychological well-being of the employees. In this respect, this report proposes the utilization
of John Kotter’s “Eight-Stage Process” of change management. According to Kotter (2012),
change initiatives should be objective. The organization must establish the goals that it wants
to achieve through the change process. In this respect, SJV and VicSolar aim to attain
performance efficiency by altering their working structure and policies.
Firstly our team will establish a sense of agency. According to Kotter (2012), creating a sense
of agency sparks the stakeholders’ motivations to accept and participate in the change

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process. In this model, Kotter proposes that the suggested change must receive support from
75% of the management. However, creating urgency does not entail condemning specific
individuals on the past organizational failures. SJV and VicSolar need to take their past crises
as a collective organizational failure. In this respect, the team will hold honest and convincing
dialogue with the organization’s employees to deliberate on the possible causes of the current
situation and how the proposed change will limit such occurrences in the future. As Malgas
and Benedict (2017) opine, effective communication is paramount in this initial stage. The
team must convince the employees that there is an urgent need for change in the
organization’s activities and that these changes will impact on them positively.
After convincing the employees on the urgency for the proposed changes, a team will be
created to oversee the change implementation process. According to Kotter (2012), the
created team should have the capacity to lead change. This team will comprise of employees
from all ranks within the organization. According to Andreasson, Eriksson, and Dellve
(2016), employee engagement is crucial for change acceptance. The workers must be assured
that the intended changes address their concerns. In fact, Kirrane et al. (2017) point out that
most of the failed organizational change processes are caused by insufficient employees’
involvement. As a result, our team aims to ensure that all of the organization’s employees are
involved in the change process and their concerns adequately addressed.
The intention of initiating change is to enhance organizational activities. Consequently, the
proposed change must have a precise vision and way of attaining it. According to Kotter
(2012), the team in charge of the change process must develop a vision to direct the change
effect. Moreover, they must design a strategy to execute the stated vision. In this respect, our
team will develop precise vision summary that shows the employees’ the future of their
organization if they embrace the proposed changes. According to Kim, McCunn, and Lew
(2017), an effective change vision is derived from deductive reasoning. The vision should be