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

Running head: MANAGEMENT
ORG 521
Name of the Student:
Name of the University:
Author Note:

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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