Think Of A Recent Change That Happened In Your Organization Try To Fo Think of a recent change that happened in your organization. Try to focus on a large change, not just a small change in artifacts, such as a form. It might be a policy change, a change in leadership, a change in organizational goals. Think about how it was implemented. Based on Kotter's 8 steps, describe the change. Did your organization follow each step? If so, describe how. If not, describe how "skipping" that step may have impacted the change and how employees responded to it. Use at least two class resources in your post. Remember to cite correctly.
Paper For Above instruction Organizational change is a complex process that requires careful planning and execution to ensure successful implementation. One widely recognized framework for managing change is Kotter's 8-Step Change Model, which provides a structured approach to facilitate organizational transformation. To illustrate this model, I will analyze a recent significant change in my organization—a transition to a new digital workflow system—and evaluate how closely the organization adhered to Kotter's steps, as well as the implications of any deviations. The change involved migrating from a traditional paper-based process to a comprehensive digital workflow system designed to enhance efficiency, accuracy, and transparency in project management. The organization’s leadership initiated the change to stay competitive and meet evolving client expectations. The implementation process can be examined through Kotter's 8 steps: creating a sense of urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains, and anchoring new approaches in organizational culture. Creating a Sense of Urgency The leadership effectively communicated the need for change by highlighting issues such as delays caused by manual processes and the risks of errors, thereby fostering a sense of urgency among employees. For instance, through meetings and internal memos, staff became aware of the competitive disadvantages of retaining old systems and the necessity of modernization (Kotter, 1997). This step was strongly emphasized, which motivated employees to support the transition. Forming a Guiding Coalition