This week we explored the first three stages of Kotter’s model. In terms of “people first” change initiatives that HR could lead, comment on the

This week we explored the first three stages of Kotter’s model. In terms of “people first” change initiatives that HR could lead, comment on the following: Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​ 1st response Professor and everyone, Out of Kotter’s first three stages is the most challenging would be creating a vision for change. The reason why is because you have to determine the values, develop a short summary, create a strategy, and practice your vision speech often. I find these to be the most challenging because it takes time and effort to perform all of these tasks. The role that the early adopters play in the success of change is to push the initiative forward with the momentum that is required for success. This is a very important role that plays a big part in the business.  The benefits, challenges, and limitations of establishing a Guiding Coalition of HR leaders to drive organizational change are requesting their involvement and commitment towards the entire process, form a powerful change coalition who would be working as a team, and identify the weak areas so that they may be worked on and corrected. What I have gathered so far is that the team members must have knowledge about the Guiding Coalition in order to be successful. Team members must have a good behavior and show diversity while creating this coalition. 2nd response Hello Dr. Bodam and class, Of the first three stages of cotters model the one that I find to be the most challenging is creating a sense of urgency. It is built into our biology to seek a level of stability and homeostasis and anything that moves us outside in some way shape or form triggers our fight or flight response. Kotter says “creating a strong sense of urgency usually demands bold or even risky actions” and doing these things can be an intimidating step for a leader to take (1). He also says “bold moves that reduce complacency tend to increase conflict and to create anxiety, at first at least” and that results in a steep, uphill battle in the beginning. The lecture notes state “the success of a major change initiative hinges on leaders who can mobilize the necessary commitment from key people throughout the organization” (2). No individual can lead a successful change initiative by themselves. Early adopters of the initiative will ultimately be the engine that drives the train. They are critical in every aspect. One of the biggest benefits of a guiding coalition is all the expertise that can be brought into the room. Likewise, one of the biggest challenges is making sure there’s not too much ego that fills up the space and doesn’t allow room for any ideas to grow. Once you have the right balance, you can bring about organizational change. As Kotter says, “the combination of trust and a common goal shared by people with the right characteristics can make for a powerful team” (1). I believe the characteristics of the people that form the guiding coalition include honesty, discipline, candor, credibility, and flexibility. Honest and candid people will speak their mind and challenge ideas, while disciplined and credible individuals will bring crafty expertise to the discussion. Flexible people will be willing to find the middle ground that is best for everyone. you, Blake Bryant References: 1. Kotter, J. P. (2012). Leading Change. Harvard Business School Press. 2. Bodam, Gary. JWI 556. Week Two Lecture Notes.

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