Self Reflective Analysis of Initiating Change using Kotter's Eight Step Model

This essay provides a self reflective analysis of initiating change using Kotter's Eight Step Model. It discusses the strengths and challenges of implementing change and emphasizes the importance of constant adaptation for organizational success. The essay also highlights the role of theory in guiding practical implementation and shares insights from a change agent's perspective. Case study of British Airways' restructuring is included.

Running head: MANAGEMENT
ORG 521
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Introduction:
The essay puts forward a self reflective analysis of the strengths and challenges in context
of initiating change. The analysis is written in reference to Kotter’s Eight Step Model. John
Kotter made an observation that organizations fail since they does not follow a holistic approach
necessary for seeing through change.. Through improvement in the changing ability,
organizations are able to enhance the chances of success both in the present times and in the
future. It is to be noted that organizations cannot thrive without an ability to constantly adapt.
Discussion:
The eight step process put forward by Kotter enables organizations in avoiding failure
and becoming adept to the changes (Pollack & Pollack, 2015). These eight steps includes,
creation of the sense of urgency, creation of a guiding coalition, developing a change vision,
communicating the vision for the buy in, empowering the broad based action, generating short
term wins, don’t letting up and making it stick. These steps enable the organizations in attaining
success in this ever changing world.
In order to be effective in leading a change, companies requires to adapt and scale the
efforts of the change management based on characteristics of change and culture of organization
in experiencing the change (Hickman & Silva, 2018) The context of operation of an organization
depends on the culture and history that have significant impact on the ability of managing
change. It is however vital for a company in examining present business circumstance and
challenges in successful implementation of the change initiative.
As scholar practitioner in linking the theoretical knowledge to real practice, I have
discovered clear links from the theories and what actually works within an organization

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(Bertram, Blase & Fixsen, 2015). Although without the experience the theory becomes
something that seems like an abstract. From the perspective of the practitioner, I can determine
that change frameworks are developed based on the theory irrespective of their complexity. I
have found that a theory helps in explaining a particular situation, describing the things that are
happening, explaining the reason behind the happenings and predicting the future happenings
which hold tremendous value to practitioner. Besides, I have also observed that extent at which
the models and the theories have been consulted for making decisions in regard to interventions.
For instance, an integrated change framework incorporate process steps that is known for
designing implementation thereby planning the initial event. The internal leaders and consultants
views this intervention as the continuous and the non linear activity related to change.
Throughout the process of implementation the leaders and internal consultants observed the
results and took time in discussing about the happenings and ways in which the implementation
would get adjusted in future. Here, course corrections and adjustments are made depending on
the past implementations and similar events. There has been discussion on the process and the
patterns observed and the ways of relating to the past observations.
In business context, urgency refers to the process of communication to the team or the
individual that’s imperative in acting decisively, promptly and without much delay (Crane,
Matten & Spence, 2019). The phrase is also applied in context of management and leadership
and in the sales and marketing field. On the other hand, organizational change takes place when
there is an alternation taking place either in the major organizational sections or the business
strategies. It is also known as restructuring, turnaround and reorganization (Benn, Edwards &
Williams, 2014). Management however refers to the interlocking of the functions for the
creation of corporate policy along with planning, organizing, controlling and directing the

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resources of the organizations for achieving the policy objectives (Bargiela-Chiappini &
Nickerson, 2014). Organizational Complexity on the other hand referred to how the multiple
entities of the organization differentiate from one another. I have seen that a complex
organization have large organizational structure with larger number of resources in any project,
team or division (vom Brocke, Zelt & Schmiedel, 2016).
As a change agent, I would like to bring about changes in the organizational structure and
get myself involved in the job redesigning that acts as one of the essential requirements of the
present day’s employees. I would also bring about changes in the authority relations which
involves shifting the employees by means of the job rotation. I would also like to implement the
revisions of equipment and tool used by employees. Nevertheless, I would also entertain
employees in undergoing training process thereby making them adaptive to the process of
change. I also plan to bring about modifications in work place and play the role of a mentor for
changing mindset of employees thereby encouraging them in supporting the change.
British Airways underwent a complete restructuring of the entire organization when I was
an employee there (Maurino et al., 2017). The airlines have been one of the largest in the United
Kingdom and have created with the help of four companies namely British Overseas Airways
Corporation (BOAC), BEA, Cambrian and Northeast Airlines. The airlines took to sky with
close to 50, 0000 employees and 215 aircrafts. The number of staffs of the airline has been
observed as oversized. However, the oil crisis of 1970 reduced the customer base and the large
number of staffs gave rise to huge financial loss. This led the employees in soon developing a
terrible reputation. In the year 1981, the airline hired new chairperson, Lord King, who observed
that the company operated inefficiently and wasted its valuable resources.

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However, to increase the profits, King decided in bringing about a change by
restructuring the organizations through reduction of the workforce to 30,000, eliminated the
unprofitable routes and modernized its fleet. He also paired the image of the organization by
introducing a marketing expert. Later I found that with a matter of 10 years, the airline reported
highest profits which were close to $284 million.
Conclusion:
On a concluding note, it can be said that change within the organization required to be an
element in corporate planning for effective implementation. The essay discusses about the
Kotter’s 8- Step model of change. Besides this, I also believe that it is vital for working with the
human resource and the departmental manager for developing a corporate culture ready for
accepting change. This can be done by following a holistic approach to change management as
put forward by Kotter.

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References:
Bargiela-Chiappini, F., & Nickerson, C. R. (2014). Writing business: Genres, media and
discourses. Routledge.
Benn, S., Edwards, M., & Williams, T. (2014). Organizational change for corporate
sustainability. Routledge.
Bertram, R. M., Blase, K. A., & Fixsen, D. L. (2015). Improving programs and outcomes:
Implementation frameworks and organization change. Research on Social Work
Practice, 25(4), 477-487.
Crane, A., Matten, D., & Spence, L. (Eds.). (2019). Corporate social responsibility: Readings
and cases in a global context. Routledge.
Hickman, C. R., & Silva, M. A. (2018). Creating excellence: Managing corporate culture,
strategy, and change in the new age. Routledge.
Maurino, D. E., Reason, J., Johnston, N., & Lee, R. B. (2017). Beyond aviation human factors:
Safety in high technology systems. Routledge.
Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action
Research, 28(1), 51-66.
vom Brocke, J., Zelt, S., & Schmiedel, T. (2016). On the role of context in business process
management. International Journal of Information Management, 36(3), 486-495.