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Book/movie review
22/08/2022
Strategies for Change
We will move toward and become like that which we think about. This means we must prompt the individuals in the situation we are trying to change to begin thinking about and moving toward change. To do this successfully, we have to give them a reason! Most individuals are slow to take action when they have no motivation to do so. But how do we do that? And how do we accomplish not just motivation, but urgent motivation?
Specific questions or items to address:
Read Step 1 “Increase Urgency” from Kotter and Cohen’s The Heart of Change. Review the questions page in the exercise in step 1 to construct part of your project which addresses the need to create urgency. Use the list of questions in #1 of the exercise along with the feedback you received from your instructor to revise and improve Part 1 of your project.
Then use the questions in #2 and #3 to write Part 2 of your paper. You may also find the area under Increase Urgency helpful in reviewing the key points of what to do and not do when creating urgency for change. Be sure your paper touches on the key elements of each as they pertain to your organization.
Be sure to include at least three scholarly references to support your assertions written in your own words. Do not copy word for word from the course text or any other sources. Your submission this week is Part 2 of the final project.
Here is question 1-3
An Exercise That Might Help
(You can do this exercise by yourself, but it may be better with a few friends.)
1. For the organizational unit over which you have some influence (corporate, division, department), is there a need for large-scale change? Are competitors leaping ahead but your organization is not? Are there technological discontinuities that others are exploiting but your organization is not? Are you bogged down in the past? Are there wonderful new opportunities that will require significant change on your part? If yes,
− How high is the urgency regarding these problems or opportunities?
− What behavior, not just words, lead you to this conclusion?
− What creates or supports this behavior and the underlying feelings? Consider the following possibilities: historical success; systems that poorly measure today’s achievements against external referents; lack of customer contact; symbols that are out of touch with today’s market reality; visible examples of excess, of throwing money around when others are winning and costs are tight; the internally focused attitudes of bosses; lack of widely shared data on performance versus competitors; too much “happy talk” from the management that is out of touch with the real world; low overall performance standards relative to competitors; a kill-the-messenger or low-candor culture; subunit goals that allow a subunit to look good as the ship is sinking.
2. What can you do that is dramatic, attention grabbing, and memorable to attack the problem of insufficient urgency?
− Can you show people something that is already there, like an unhappy customer?
− Can you create something new that will highlight the problem, as in “Gloves” or “Portrait Gallery”?
− Can you do something indirectly—like showing a boss how much his or her subordinates are creating complacency in their subordinates?
− If you have never done much of anything like this before, can you find a collaborator who has?
− Note: In thinking about these questions, look for cheap and easy opportunities. Remember, you have an organization to run and products or services to be delivered or built today. Be realistic and opportunistic.
3. Watch out!
Remember also that a good analytical report or presentation of your answer to point 1 could, if given to the right people at the right time, make a difference. But if it is not visually compelling, dramatic, attention grabbing, and memorable, it will probably have very limited impact.
The requirements below must be met for your paper to be accepted and graded:
The writer is very fast, professional and responded to the review request fast also. Thank you.
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