Read The Attached Article Below And Answer All Questions Wri

Read The Attached Article Below And Answer All Questions Writing A 1 P

Read the attached article below and answer all questions writing a 1 page or less paper Read the article titled “The Perils and Pitfalls of Leading Change†. Next, analyze the change that was implemented by Daniel Oliveira. Synthesize the change based on Kotter’s eight (8) steps for leading change. Determine if Oliveira followed the Kotter model. Select one (1) of the steps to assess and determine if Oliveira accomplished this step. Why was this an important step? Comment on how following the model may have made his change successful.

Paper For Above instruction

The article titled “The Perils and Pitfalls of Leading Change” offers valuable insights into the complexities and challenges managers face when implementing organizational change. Central to successful change management is understanding and applying effective models, such as John Kotter’s eight-step process for leading change. Analyzing Daniel Oliveira’s change initiative through the lens of Kotter's model allows for an assessment of his effectiveness in managing change and highlights areas where adherence to the model may have contributed to success or failure.

Daniel Oliveira’s change involved transforming his organization’s approach to customer service, emphasizing a more proactive, technology-driven model. According to the article, Oliveira commenced his initiative by creating a sense of urgency among his team and stakeholders, emphasizing the need for change due to decreasing customer satisfaction scores and rising competition. He then built a guiding coalition comprising senior managers and influential employees who supported the vision. Oliveira communicated the vision thoroughly and empowered employees by authorizing them to introduce new service protocols. He also generated short-term wins by celebrating small successes, which motivated staff further. Finally, he embedded the new practices into the organizational culture, ensuring sustainability.

Reviewing Oliveira's steps against Kotter’s eight stages indicates significant alignment. For instance, Oliveira successfully created a sense of urgency, which is the first critical step. Without this emotional and rational appeal, employees might not have recognized the importance of the change, risking resistance. He demonstrated clear communication of the vision, facilitating understanding and buy-in. Additionally, Oliveira celebrated wins, aligning with Kotter’s focus on short-term successes to maintain momentum.

Focusing on the step of creating a sense of urgency reveals its critical importance in change management. This step is vital because it lays the foundation for momentum, motivating stakeholders to overcome inertia and skepticism. Oliveira's emphasis on declining customer satisfaction and competitive pressures effectively motivated employees to accept the need for change. Properly establishing urgency also minimizes resistance, as stakeholders see the clear consequences of inaction.

Following Kotter’s model could have strengthened Oliveira’s change implementation by systematically addressing potential resistance, maintaining momentum, and embedding the new practices into the organizational culture. For example, ensuring that short-term wins are continually recognized and that leadership visibly supports the change reinforces commitment. Overall, adherence to the model not only improves the likelihood of successful change but also makes the process more predictable and less prone to failure.

In conclusion, Daniel Oliveira’s approach largely aligned with Kotter’s eight steps, notably in creating urgency and communicating a compelling vision. Recognizing the importance of each step underscores how structured change management models contribute directly to organizational success. An emphasis on systematically following all steps of Kotter's model could have enhanced the durability and effectiveness of Oliveira’s change efforts, leading to sustained improvements in customer service and organizational performance.

References

- Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.

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- Kotter, J. P. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 85(1), 96–103.