Creating change within any organization can be a daunting endeavor from a variety of perspectives but can be rendered almost impossible if opposed by those who will be most impacted by the end results. When attempting to traverse such challenges, leaders within an organization should evaluate the perspectives and lessons provided by those who have successfully navigated these paths before and make an attempt to learn as much as possible from their examples. Extending beyond this acknowledgement of effective leadership techniques should also include a comprehensive assessment of relevant stakeholders, their readiness regarding the change, and consideration for as many potential results and consequences as possible (Willis, 2011).

            A variety of change models and techniques can be utilized to accomplish these acknowledgements and assessments with each holding specific advantages and disadvantages unique to their individual approach and the situation at hand. To accomplish these tasks effectively and completely, some basic concepts must be included, such as a recognized need for a change to take place, formal communication process, and identified roles within the change process, while also establishing boundaries which address methods to exploit opportunities, avoid mistakes, and mitigate resistance or other factors that could doom the change process at any point of the transformation. Leaders can assess their organization’s readiness for change while exploring models for accomplishing such change to identify which method would best serve to facilitate such change within their particular environment.

Kotter, Lewin, McKinsey, or any other potential model can be utilized within such a prospect with the particular idiosyncrasies of an individual organization serving as the context that helps refine the final decision that will help facilitate successful change for that group and time. Within the model selected, greater attention is placed on organizational analysis and rational and emotional components. Leaders within the organization are compelled to review the shared values of the organization and the remaining components; strategy, structure, systems, style, staff, and skills. Each of the elements relies on other facets of the system, with each part being integral to the success of the change if implemented and addressed in a unified manner. When one change takes place, a number of other issues can develop, as all factors are interrelated. Within this complex model, differences are ignored, and many companies have been known to have a higher incidence of failure.” (Normadin, 2012).

            Each transition within an organization requires a number of actions to take place before any real change can occur. Leaders within the organization must facilitate a common vision within the organization after deciding what change needs to take place. That vision must be effectively communicated so that all levels of the organization can comprehend the need for that change to take place. The issues so common in resisting change; lack of acceptance from employees, lack of implementation from line supervisors, inability to communicate the need for the change, and similar problems have plagued organizations desiring change and require leadership that has anticipated these tribulations prior to attempting the implementation of such changes. The vision must be based on an accurate picture of what the organization's culture and mission reflect and as such, require a substantial amount of organizational knowledge (Blanchard, 2010).

If this knowledge is not available, adequate time for research must be accomplished prior to the undertaking. After collecting the requisite data and developing a common vision, leaders must establish a comprehensive communication plan for sharing this vision with the rest of the organization. Once this vision has been shared, leaders must reassure employees when challenges develop and have plans in place to provide common answers / responses to inevitable questions. Finally, the actions of the organization and the individuals within the organization must convey the values and vision attached to the change. If leaders are able to assemble these qualities within an effective communication format, evolution can take place within any environment.

References

Blanchard, K. (2010). Developing your leadership point of view. The British Journal of Administrative Management, , 15. Retrieved from http://search.proquest.com/docview/1348884403?accountid=7374

Normadin, B (2012). Three types of change management models. The Fast Track, /2012/08/28 Retrieved from

            http://quickbase.intuit.com/blog/2012/08/28/three-types-of-change-management-models/

Wills, S. (2011). A leadership point of view: Key principles. Strategic Direction, 27(10), 3-4. doi:http://dx.doi.org/10.1108/02580541111171175