BMGT5021 Leadership Project: Kotter's Model and Change Leadership

This report outlines a change plan using Kotter's Model for managing organizational change, focusing on a practical application within a Fruits & Vegetables shop. It details actions, responses, and outcomes in a table format, emphasizing the importance of leadership in driving change. The report addresses strengths and weaknesses in leading the change, methods for overcoming barriers, and key learnings from the experience. It also includes a poster summarizing the management of change. The analysis covers creating urgency, forming a guiding coalition, developing a clear vision, effective communication, empowering others, generating quick wins, and building on the change. The report concludes with reflections on leading change effectively and suggests improvements for future change initiatives.

Leadership Paper 1
Running Head: Leadership Paper
Leadership Paper

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Table of Contents
Introduction...........................................................................................................................................3
Task 3.3.................................................................................................................................................4
Task 3.4.................................................................................................................................................6
Task 3.5.................................................................................................................................................9
Task 3.6...............................................................................................................................................10
Task 3.7...............................................................................................................................................10
Conclusion...........................................................................................................................................12
References...........................................................................................................................................13

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Introduction
The purpose of the report is to develop a change plan by using kotter’s model for
management of change. The actions, responses and its outcome in the change plan are
recorded in the table format. The report also focuses on the effectiveness of leadership in the
change by addressing the weakness and strength in leading the change and how the barriers
are overcome in the process. Further the report includes learning from the experience of
leading the change which can be used in future to lead differently. Additionally a poster is
attached in the report to summarize the management for change.

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Task 3.3
Change at a workplace is necessary for improvements and getting an edge over competitors.
It is also necessary to match the working of the organization with dynamic environment. The
change can be brought within the workplace by using Kotter’s model for managing the
change which includes the following steps:
Creation of urgency
A sense of urgency is to be created for the need to change. It ignites the motivation required
in the initial stage of change so that the things get moving (Boohene, et al., 2012). A
convincing, honest and open message on the things happening in marketplace and
competitors could be delivered at the workplace. Moreover threats can be identified and
scenarios can be developed to show the future happenings and opportunities which can be
exploited. If more people start discussing the same then the urgency is created.
Formation of guiding coalition
In this step people are convinced about the necessity of change. For this, the people who
possess leadership qualities from different departments are identified (Fleming, 2016).
Further a team of such people is formed and asked for commitment on coalition of change.
Weak areas in the team are checked so that change coalition can be formed effectively.
Creation of vision for change
Creating a vision which is clear aids everyone in understanding why the change is required. It
makes more sense when people know the purpose behind doing something (Westra, 2012).
To do this firstly the values which are important in bringing change are determined. Secondly
a short summary is developed to picture the workplace’s future. Thirdly strategies are formed
for executing the vision. Lastly the speech on vision is practiced often and delivered
effectively.

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Communication of vision
Meetings can be conducted for communicating the vision. Moreover it is important to often
talk about the vision and use it problem solving and decision making. Often taking about the
vision aids in keeping it fresh and therefore people remember to respond on it (Finch, et al.,
2014). For this purpose, firstly the anxieties and concerns of the people are addressed
honestly and openly. Secondly the vision is applied to different aspects of all operations and
every possible thing is tied to vision. For instance training and review on performance.
Empowering others to act according to the vision
The structure designed for the change is put in action and is review continuously for checking
barriers if any. It helps in moving the change forward by removal of obstacles and
empowering people for execution of vision. It can be done by identifying and hiring people
who can lead successfully in delivering the change. Those people who make the change
happen effectively then are recognized and rewarded. Additionally the people who resist
change are identified and helped and actions are taken quickly so that barriers can be
removed (Rosenberg, et al., 2011).
Creation of quick wins
Success motivates a person more than anything else. Targets of short term are created along
the goals of long term. Achievement of targets for short term aids in motivating the whole
staff (Jarvis, 2015). For this purpose, firstly the projects are identified in which targets can be
achieved without any resistance for change. Secondly the potential advantages and
disadvantages of the targets are analyzed and people who meet the targets are rewarded.
Building the change
Achieving short term goals is the initial stage of what is required to be done for achieving the
changes for long term. With every success, an opportunity is built and areas of improvement
are identified (Hess, 2018). For this purpose, analysis is done to evaluate what happened

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correctly and where improvements are needed. Goals are set so that momentum can be built
on achievement. Additionally new agents of change are brought for fresh ideas and coalition
of change.
Task 3.4
Kotter’s Model for Change
Plan Action Outcome
Create a sense of
urgency
To communicate the
need for changes in
customer service.
(i) Convincing and
honest discussions
about long waiting
lines at the counter.
(ii) Identification of
possible threats.
(iii) Analyze
opportunities that can
be exploited such as
divison of work and
responsibilities.
Team members will
come to know that
long queues at check
out are negatively
impacting the
customer service at
the shop and there is
necessity of change.

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Formation of
guiding coalition
Bringing together
people of different
departments such as
of store and
inventory and
product management
for leading the
change.
(i) Identification of
leaders who can
handle the change
and distribute the
work of restocking
and payment of bills
at checkout among
the team members.
(ii) Team building
(iii) Analysis of weak
points and ensuring
good mixture of
people.
Team members will
be convinced as the
change will be
managed with proper
distribution of staff
distribution under
effective leadership.
Creation of vision
for change
Make team members
understand that if
customers have to
wait for longer
durations then it will
ultimately going to
impact the sales of
the shops.
(i) Determination of
change.
(ii) Summarize vision
by communicating
how distribution of
work will be
effective in both
customer service and
restocking.
(iii) Creation of
strategy for execution
of vision.
It will develop better
understanding of the
required changes and
how the change will
be beneficial in
future.

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Communicating the
vision
Demonstrate how the
work will be
distributed and to
whom it will be
distributed and they
are expected to work
on it.
(i) Often talk about
the idea of
distributing the work.
(ii) Address concern
of team member with
honesty in context of
the change.
(iii) Applying vision
in every possible
operation.
The vision is
communicated
powerfully and
frequently so that
tem members
remember the
changes and it is kept
fresh.
Empowering others
to act according to
the vision
Removal of potential
obstacles in
distribution of work
related to restocking
and bill payments at
checkout.
(i) Identification and
hiring of leaders for
distributing work to
team members.
(ii) Rewarding the
team members for
effectively working
in the duties
prescribed to them
whether it is
restocking or bill
payment.
(iii) Identification of
team members by
whom the change is
Change is moved
forward by
empowering people
who are effectively
working in the job
roles of restocking
and bill payments
thereby enhancing
customers service of
the shop and
removing barriers.

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resisted.
(iv) Take quick
actions on removal of
barriers.
Creation of quick
wins
Motivate people by
achieving short
targets.
(i) Assign work with
a defined outcome in
the beginning which
can be easily
achieved easily such
as restocking in a
limited time and
clearing payment
within 2 to 5
minutes.
(ii) Rewarding
people who are able
to meet the targets.
Long term goal of
improved customer
service is supported
as team members are
motivated from
finishing the
restocking in limited
time and clearing
payments efficiently
at the checkout.
Building the change Keep the change
running.
(i) Analyzing the
area of
improvements.
(ii) Setting new goals
to build momentum.
(iii) Bringing new
agents for change.
An opportunity of
change is provided to
new team members
and effectiveness is
maintained in
customer service.

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Task 3.5
The initial two steps of Kotter’s model i.e. creation of urgency and guiding coalition are the
core strengths of the model which aids in leading the change. People are convinced about the
legitimate requirement of change. Individuals themselves have the insight and skills that are
required to successfully bring change at the workplace. Coalition aids in bringing such people
together and eases the process of bringing the change. Moreover the approach of Kotter’s
model provides a robust list of things which can impact the process of change. Also the
creation of short term wins is effective in boosting the morale of the employees and is useful
for the change leaders in maintaining the culture of change (Cameron et al., 2011)
On the contrary there are certain limitations to the kotter’s model. The model is mechanistic
in nature which means that there are less chances of making changes in the steps. Therefore a
strict pattern of change has to be followed which might be difficult for some people to adapt
(Burke, 2017). In addition to this, the model focuses strongly on initiating the change but it
lacks in sustaining the change. It aids in consolidating the gains and producing more changes
but does provide much guidance to sustain the change. However the barriers are overcome by
structuring the process of change and assign appropriate responsibilities and roles to the team
members. Moreover openness in communication is encouraged so that actions can be taken
effectively in resolving the resistance to change. Support form leaders also aids in creating a
positive environment of change.
Task 3.6
Change can be lead effectively by communicating the reason for change (Finch, 2011). It
gives legit reasons to members of the team to bring the required changes. Moreover it fosters
the active participation of members if benefits from change are communicated to them. It is
important to sustain the change which can be done creating wins for short term and rewarding
the member who are participating actively in making the change possible.

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Next time the change can be led differently by addressing the issues of team members
individually. This aids in indentifying the major reasons for resistance to change and
measures can be taken quickly to resolve the issues. Moreover an audit team will be formed
to monitor the change (Bainbridge, 2012). It will be effective in evaluating the degree of
change and timely review of the change. It will also support in sustaining the change for
longer duration and infuse it in routine of the team members.
Task 3.7
Kotter’s model for change in Fruits & Vegetables shop
Fruits & vegetables shop is a place which is overcrowded
usually in the morning and evening time.
Due to excessive customers there are long queues at the
checkout which waste customer’s time.
Effective changes are required for so that customer service
can be improved.
Step 1: Create a sense of
urgency
Urgency for change is
created.
Convincing and honest
discussions about long
waiting lines at the counter.
Team members will come
to know that long queues at
check out are negatively
impacting the customer
service
Step 2: Formation of
guiding coalition
Formation of guiding
coalition
Bringing together people of
different departments such as
of store and inventory and
product management for
leading the change.
Identification of leaders who
can handle the change and
distribute the work of
restocking and payment of
bills at checkout among the
team members.
Team members will be
convinced as the change will
be managed with proper
distribution of staff
distribution under effective
leadership.
Step 3: Creation of vision
for change
Make team members
understand that if
customers have to wait for
longer durations then it will
ultimately going to impact
the sales of the shops.
Summarize vision by
communicating how
distribution of work will be
effective in both customer
service and restocking.
It will develop better
understanding of the
required changes and how
the change will be
beneficial in future.
Step 4: Communicating
the vision
Demonstrate how the work
will be distributed and to
whom it will be distributed
and they are expected to
work on it.
Often talk about the idea of
distributing the work.
The vision is communicated
powerfully and frequently so
that tem members remember
the changes and it is kept
fresh.
Step 5: Empowering others
to act according to the vision
Removal of potential
obstacles in distribution of
work related to restocking
and bill payments at
checkout.
Identification of team
members by whom the
change is resisted.
Take quick actions on
removal of barriers.
Change is moved forward by
empowering people who are
effectively working in the job
roles of restocking and bill
payments thereby enhancing
customers service of the shop
and removing barriers.
Step 6: Creation of quick wins
Motivate people by
achieving short targets.
Assign work with a
defined outcome in the
beginning which can be
easily achieved easily
such as restocking in a
limited time and clearing
payment within 2 to 5
minutes.
Long term goal of
improved customer
service is supported as
team members are
motivated from finishing
the restocking in limited
time and clearing
payments efficiently at the
checkout.
Step 7: Building the change
Keep the change running.
Analyzing the area of improvements.
Setting new goals to build momentum.
Bringing new agents for change.
An opportunity of change is provided to new team members and effectiveness is maintained in
(Kotter, et., 2012)

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Conclusion
Kotter’s model for managing the change is an effective method in bringing the change step
by step. The format of the model is fixed and therefore guarantees change efficiently and
effectively. It can be used at workplace to lead the change by creating urgency, forming
teams, creating vision, communicating vision, empowering actions, creating wins for short
term and consolidating the improvements.