Elements of the Change Vision, management assignment help

Elements of the Change Vision

At this stage in the change process, the need for change has been established, and a guiding coalition has been mobilized. Soon, individuals within the organization will become aware of pending changes; how this awareness is handled is fundamental to future success. Unless a clear vision of the purpose and stages of the upcoming change are clearly detailed, rumors and misinformation can proliferate. In order to generate enthusiasm and move in a positive direction, people need more than budget details and numbers—they need to be engaged emotionally.

An effective vision is both creative and practical. Kotter describes six features of such a vision. To engage others, the vision should be imaginable, desirable, feasible, focused, flexible, and communicable.

As you review the resources this week, continue your research and contemplate the following:

Reflect on the different characteristics of an effective vision of change. Why is each characteristic important? Do you consider some more important than others? Why?

Which characteristics do you think would be the most difficult to integrate into your vision?

Note: You do not need to answer these points directly in your Discussion post, since they serve primarily to begin your thinking process. However, you must explain your reasoning as you formulate your formal response.

Now post an answer the following:

• When creating a change vision, how can you ensure that you are describing valid change and not just romanticizing the possibilities of change? How will you communicate the validity of the change you envision?
• Select one or more of the key elements of a change vision as described in this week’s resources. How could failing to address this element alter the overall effectiveness of the change vision?

All work in APA format with proper citing and reference.

References:

Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business School Press.

Chapter 5, “Developing a Vision and Strategy”

This chapter introduces the third stage of Kotter’s change process: developing a vision and a strategy for change. The author lists the characteristics of an effective vision and describes the steps for creating a vision in a form that can be easily communicated to others

Kotter, J. P., & Cohen, D. S. (2002). The heart of change. Boston, MA: Harvard Business School Press.

Step 3, “Get the Vision Right”

This chapter outlines the process of creating a vision and reviews what is effective and what does not work. A number of case studies help illustrate the concept.