Organizational Change Barriers & Solutions

This assignment explores the barriers to organizational change, referencing both common knowledge and insights from the provided article. It delves into four dimensions of Kotter's 'Heart of Change' model, emphasizing the importance of developing urgency, building a guiding team, setting clear vision and achieving short-term wins for successful implementation. The individual reflection also highlights the significance of addressing complexity and anchoring change within the corporate culture.

ORGANIZATIONAL CHANGE
(Article 3)

TABLE OF CONTENTS
INDIVIDUAL REFLECTION .......................................................................................................2
REFERENCES ...............................................................................................................................4
1

INDIVIDUAL REFLECTION
Individual reflection on what are the barriers to change and discuss 4 dimensions of
Kotter’s book Hart of Change to enable more successful change in organizations
Before reading the given article I have some basic information about the barriers which
restrict change within firm. One of the most common barrier which I know is resistance from the
side of workers. In this context, it is assessed that generally employees does not take initiative for
accepting the new responsibility or task. This is because, they believe accepting new
responsibility means that they have to again transform themselves as per the new working pattern
or organizational environment. However, from the given article I have explored some other
barriers to change. From the respective article, I have assessed that allowing too much
complexity with regard to the change is the major barrier. Here, I have learned that the change
which firm is bringing must not have any kind of complications. This is because, if it will have
complications at that time it will become difficult for the leader with regard to explain its
followers regarding the necessity of respective change. In addition to this, I have also analyzed
that neglecting to anchor the change firmly in the corporate culture is being regarded as another
barrier to the change. Thus, I will consider all these barriers when I will implement any kind of
change within the firm where I am going to work in the future.
Besides this, the article has also taught me different dimensions to successfully bring
change within firm. Here, I have learned that in order to brought change within firm at first
manager will have to develop the urgency with regard to the same. In this regard, I have gathered
information about varied aspect with the help of which change urgency type of environment will
be developed within corporation in an effectual way. Here, one of the most common way to
create change urgency environment within firm is to communicate the employees about the
impact of not accepting the respective change (Kotter and Cohen, 2002).
In addition to this, I have also learned that after bringing the urgency of change in the
next phase manager of firm should build the guiding team who can motivate employees during
the whole process of change implementation. This team plays very effective role as it give
guidance to the workers as well as it will also help in resolving all the doubts which is being
faced by the employees regarding the change implementation phase. I will also formulate the
given type of team whenever I will bring change within my enterprise. Furthermore, set and right
vision and creating the short term wins are being regarded as another most important aspect of
2

implementing the change which I have learned from the respective article. Overall, it can be said
that the whole process of reading the respective article has improved my knowledge a lot
regarding the change. Here, it with the help of given article only I have gathered the information
about completely new model for bringing the change which is of Kotter's the heart of change.
3

REFERENCES
Kotter, J. and Cohen, D., 2002. The heart of change. Executive book summaries. 24(11). pp.24-
26.
4