Proposed Change Management Model
Many companies are currently using modern technologies. My firm can borrow useful ideas from Palmer’s text in order to introduce new technologies. The company should borrow the “best ideas from Lewin’s Change Model” (Kotter, 2012, p. 17). The first stage is unfreezing. The practice will ensure every individual understands the issues associated with the proposed change. The managers should “empower their employees in order to focus on the best outcomes” (Palmer, Dunford, & Akin, 2009, p. 41). The managers should monitor every challenge affecting the proposed change. The second stage is “implementing the change” (Kotter, 2012, p. 42). The firm will introduce new technologies in order to improve the level of performance. The third phase is refreezing. This phase will ensure the implemented change becomes part of the firm. Managers should equip their employees with the best ideas and concepts. Every firm should use the above concepts in order to achieve its objectives.
Every organization wants to achieve its goals. Different contingency approaches “make it easier for managers to produce the best behaviors in their organizations” (Kotter, 2012, p. 75). Such contingency approaches can take different shapes depending on the targeted outcomes. A managerial contingency approach can support the above change (Palmer et al., 2009). This contingency approach will ensure every employee understands the issues associated with the targeted change. The managers will ensure every employee develops the best competencies. Managers should encourage their workers to embrace the best practices. This approach will also tackle various organizational challenges. This contingency approach will ensure the targeted firm achieves its potentials. Some contingency strategies might not produce the best goals. Such strategies might also fail to support the targeted change.
Vision and Organizational Change
I have encountered several organizational changes in my workplace. Our firm decided to introduce new organizational practices in order to improve its performance. The managers identified the right vision for the proposed change. The managers used “posters, flyers, training sessions, and meetings in order to inform more people about the targeted change” (Kotter, 2012, p. 47). The managers also encouraged their employees to present the best feedbacks. The managers believed strongly that the proposed change would succeed. However, some employees were unhappy with the proposed change (Kotter, 2012). The above contingency approach made it possible for many individuals to support the targeted change. The managers also used a powerful Change Model (CM) to inform more employees about the targeted goals (Palmer et al., 2009). This approach made it easier for the organization to achieve its goals.
“Vision of Change”
Many employees and stakeholders will react negatively to every new change. The “vision of change is a powerful concept that identifies the targeted outcomes and goals of an organization” (Palmer et al., 2009, p. 72). The effectiveness of the “vision” determines the success of many organizations. This vision encourages more stakeholders to support the proposed change. A “proper vision also motivates more individuals in order to focus on the best outcomes” (Palmer et al., 2009, p. 72). Many employees react positively after understanding the targeted vision. The “vision of change therefore encourages more individuals to focus on the targeted outcomes” (Kotter, 2012, p. 87). The strategy makes it easier for every employee to achieve the best goals. This discussion explains “why managers should design the best visions of change” (Kotter, 2012, p. 87).
Kotter, J. (2012). Leading Change. Boston, MA: Harvard Business Review Press.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change: A Multiple Perspective. New York, NY: McGraw Hill.