Mistakes in Change Management: A Study Based on John Kotter's Model

Running head: CHANGE MANAGEMENT
Change management
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CHANGE MANAGEMENT
Introduction
Nowadays, there are many organizations that wants to bring huge changes in
organisational working process. In this context, it can be stated that, transformational change is
necessary for increasing the productivity of business firms. It has been noticed that many
organizations strive hard to bring transformation in the working processes of the business firms.
It has been observed that many organizations seems to fail in bringing transformation in its
workflow. In this context, it can be stated that there are certain reasons due to which several
business organisations fails to bring changes in its working procedures. It has been noted that
lack of cooperation from the members of the team or reluctance to transform are some of the
important reasons that has caused failures in transformation efforts made by the management of
the respective organization. In other words, lack of willingness among the employees is one of
the key reasons that has caused failure bring changes in management. In this particular study, the
key mistakes that people make a the time of implementing changes are explained here in the light
of John Kotter’s change management model.
Discussion
It has been observed that there are certain reasons due to which failure in efforts for
transformation takes place within the workflow of the organizations. John. P. Kotter has
identified eight biggest mistakes that are committed by the business firms when they are
struggling hard to implement changes in the workflow of the companies. Kotter has identified
that are eight stages of change management where these mistakes are usually committed by
people including employees, managers and executives. These eight stages are creating a sense of
urgency, establishing a guiding coalition, developing the vision, communicating a vision,

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empowering others to act on the vision, creating short-term wins, consolidating gains to produce
more changes and institutionalizing new approaches (Blumberg ) It has been observed that in
most of the cases, companies undertake a decision to initiate transformation programs in their
workflow. For this purpose, they need cooperation of executives, managers and employees of all
levels. Moreover, it is seen that almost 50% business firms fail in this phase. It has been noticed
that sometimes management finds that it is impossible for them to drive employees out of its
comfortable zones. In most of the cases, they do not have the patience to bring changes in the
organization. It has been noticed that lack of good leadership makes it hard for the management
to bring transformation in the workflow. Sometimes, it is seen that the managers are worrying
about the fact that employee’s morale will become low; therefore, they are reluctant to bring
changes in the workflow. Not only this, they are also concerned with the fact that jeopardization
of short-term business outcomes will take place if they bring changes in the working procedures
of the business firms.
In the second stage of change management, individuals at the hierarchy fails to realise the
significance of coalition while they are incorporating changes within the workflow of the
companies. In this regard, it can be stated that these top-level management often tends to realise
the importance of teamwork in a collaborative as well as coordinated manner. As a result, they
fails to transform the working procedures of the business organizations. It has been noticed that
often the management do not go beyond the protocols of the company. They tend to function by
following the protocols of the company (Blumberg). In this context, it can be stated that it is
necessary for the hierarcgy to work outside the protocol if they want to bring transformation in
the working procedures. However, their unwillingness to work outside the company’s protocols
results in the failure of transformation efforts made by the management of the companies. In this