...change must follow an eight-step process to bring their organization through a successful transformation: * 1. Establish a sense of urgency. Leaders within an organization should work to inspire members to sense that change is necessary. Leaders should call upon members of the organization to cooperate and appeal to their shared values at this stage. * 2. Form a powerful guiding coalition. At this stage, leaders create a unified team of people who can lead the change effort. Leaders should choose members who have credibility and expertise in the eyes of employees. * 3. Create a vision and strategies for putting that vision into practice. A statement of vision for change should be easy for employees to understand. * 4. Communicate the vision. Leaders should communicate and reinforce the vision through daily activities and actions. * 5. Empower others to act on the vision. Employees must be encouraged to take risks and engage in nontraditional activities and ideas. * 6. Plan for and create short-term successes. The guiding coalition can help plan for and create short-term successes by setting concrete, achievable goals and mapping out clear ways to achieve them. * 7. Don't let up. Kotter cautions leaders not to let up when...
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...thought out, or insufficient facts, the problem is that the case is all head and no heart. Leaders should “Aim for the Heart.” This way they will connect to the values of their people and encourage them to become great. The business will then bloom with human experience, engage the senses, create messages that are simple and imaginative, and call people to aspire. Step Two: Creating the Guiding Coalition Forming the right coalition of people to lead a change initiative is detrimental to its success. The coalition must have the right composition, a substantial level of trust, and a mutual objective. Decision-making is an important component for teams. In a world that is constantly changing, organizations are forced to make decisions more quickly and with less certainty. Teams of leaders and managers acting together are the only effective way to make productive decisions under these circumstances. The team should develop a level of trust in one another. Creating the right team and combining a level of trust with a common goal in which the team believes can result in guiding coalition that has the ability to make needed change happen. Step Three: Developing a Vision and Strategy Clear visions simplify many detailed decisions...
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...Almost simultaneously, the same scenario was conducted in Southern Afghanistan by the same unit until follow-on forces were able to land and subsequently liberated Kandahar and Kabul, the Capital of Afghanistan on mid of November 2001. The key to all these initial successes were the following: the ability of the Special Aviators to insert the Special Forces over a very rugged mountain as high as 16,000 feet coupled with limited visibility because of clouds, rain and sandstorm; the ability of the Special Forces to seize key terrain that was used as Observation Post and locate the enemy concentration including High Value Targets; the ability of the Air Force to target and destruct enemy dug-ins, enemy valuable assets and enemy encampment; and, the ability of the Special Forces to train and equip the Northern Alliance Forces to fight with the US led coalition against Taliban...
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...for us to change our business, or face being pushed out of the market by our competitors. Seventy five percent of people within the organization need to be on board with change in order for the change to be successful (Kotter). The first step is very important, as failure to get everyone motivated to change will result in the change not gaining momentum, and ultimately failing. The second step is to build what Kotter calls a “change coalition”. This step involves asking members of the organization to make a commitment to change, and a commitment to communicate the urgent need for change with others. The people who will be most effective will be good leaders, and of course, those with a large stake in the organization. The third step is to create a clear vision for change, and communicate that vision frequently. We will need to determine the values that are essential to the change, and summarize what we see for the future of our company. We will then create a strategy for facilitating change, and make sure that every member of our change coalition can communicate our vision accurately, and with a short summary. The fourth step is all about communicating our vision to individuals within the organization. We need to make sure to communicate our vision as frequently as possible, and make sure that everyone has had the opportunity to discuss any questions or concerns that they have in regards to the change. We must involve our vision in every aspect of the organization, and tie everything...
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...Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management A systematic approach to OCM is beneficial when change requires people throughout an organization to learn new behaviors and skills. By formally setting expectations, employing tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it. What is organizational change management? Economic and social forces such as globalization, social/culture, political/legal, competition, technology, liberalization, deregulation, unstable financial market and advancement in information technology have made the business environment dynamic in all operating aspects. Change management is a structured approach to transitioning individuals, teams, and organization from a current state to a desired future state. It is an organizational process aimed at empowering the employees to accept and embrace changes in their current business environment Visualizing the need for change early enough and' pooling together the resources required such as human, financial, technological and information on implementation of change helps the company to survive the onslaught of a changing environment. -------------------------------------------------...
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...Public Policy: Abortion The public policy regarding abortion plays a large role in U.S. politics through influential interest groups who are either pro-life or pro-choice advocates. These opposing sides have compelling arguments regarding the abortion policy in the U.S. that have been largely debated since the legislation of Roe vs. Wade in 1973, where the U.S. government declared that abortion was a “fundamental right” of American women. (Procon.org) While majority of Americans agree that abortion should not be recriminalized, there is still controversy over policies regarding abortion. Pro-choice advocates discourage all policies restricting abortions or taxes making them less affordable, where as pro-life advocates encourage stricter policies on abortions. In the U.S., The National Abortion Rights Action League (NARAL) and the National Right to Life Committee (NRLC) are opposing advocacy groups that have greatly influenced this public policy and continue to inform and educate the general public on the abortion issue. Public policy regarding abortion is not just a national debate, other democratic countries face debate over abortion policies. For example, Canada has faced similar debate over abortion policies, but differs from the U.S. in significant ways. Pro- choice advocates in the U.S. believe that the government does not have to right to interfere with a women’s choice to get an abortion. They argue that women must have the right to abortion in order to posses the...
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...10 Steps to Community Development For the purposes of this course, the general community development process can be synthesized into the following basic steps. However, community development is an organic process, so that while the "steps" are presented in a logical order, in reality they may not follow sequentially and some steps may either be skipped or carried out simultaneously with other steps. Please click on the title of the step to learn more about each step. 1. Learn about the community Whether you want to be an active member of the community, an effective service provider or a community leader, you will have to be familiar with its issues, resources, needs, power structure and decision-making processes. Your initial orientation could include reading your local newspaper regularly, attending community events, reading reports and familiarizing with available services as well as community projects and activities. Close observation of the community as you interact with it will also provide significant insights into the strengths and weaknesses of the community. 2. Listen to community members You won't be able to learn everything you need to know by reading and observation. You will need to talk to others about their interests and perceptions to put it into context. You can contact community members through formal channels, such as joining a local organization, or informally by chatting with people that visit the library or that you encounter in other situations,...
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...(Elementary Grades) in the Mt. Diablo Unified School District. My academic and occupation successes will ensure the improvements and futuristic goals of school success for all students, parents, staff, and school administrators. I value education for all children. I began my career in education for over 10 years as a district employee after 25 plus years of service in child welfare and community development. As a protective service worker for San Mateo, Santa Clara and San Francisco counties, I observed a gross amount of students not enjoying their experience in school. I observed a higher percent of the lower population of minority students disengaging with the educational process. I learned the motivation to attend school and have sights toward completing a successful higher level of educational beyond formal education was not a dream and therefore no goal planning was arranged to even complete high school. I observed minority students dropping out of school after years of receiving the label as “at risk” due to the encouragement of identifying these students by their suspension and absence rate. The levels of expelling students continued to grow though many students were geared toward welcoming the red carpet to leave school by voluntarily dismissing themselves from the matriculation. I accepted the volunteer positions as a member of the San Francisco Stay in School Coalition and the Truancy Task force placed me in the positon to join the Student Attendance Review...
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...the 11 Reasons Employees Resist Change. * Discuss the process organizations use to build their learning capabilities and identify alternative strategies for overcoming resistance to change. Respond to at least two of your fellow students' responses. Try to respond to students who picked different statements. Kotter’s eight steps for leading organizational change include: 1 – Establish sense of urgency – Create reason for why change is needed 2 – Create guiding coalition – Get people with enough power and influence to lead change 3 – Develop a vision and strategy – Create plan to guide change process 4 – Communicate change vision – Implement communication strategy that constantly communicates new vision with others 5 – Empower broad based action – Eliminate barriers to change, encourage risk taking and problem solving 6 – Generate short term wins – Plan for short term wins, milestones to be met. Reward those who achieve these results 7 – Consolidate gains and produce more change – Coalition uses credibility from goal achievements/wins and creates additional change. More people are brought into the change process throughout the organization 8 – Anchor new approach in culture – Reinforce change by recognizing change and how it has led to success. Develop methods to ensure leadership development and succession. The 11 reasons employees resist change include: 1. Individual’s predisposition toward change – change can be difficult and we learn this from an...
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...Hirschorn, L..Harvard Business Review..,. Copied under Permission from Access Copyright. Further reproduction, distribution or transmission is prohibited, except as otherwise permitted by law. If this copy is not covered under the Access Copyright licence this short excerpt is being delivered under the copyright exception "fair dealing" as defined by Canadian law for the purpose of education, private study or research. Large-scale change initiatives often col/apse under the weight of their own complexity. To bring order to the chaos, organize the effort into three coordinated campaigns: political} marketing) and military. ~am for by Larry Hirschhorn al an • try to change organizations. Few succeed. And as most executives who have lived through change initiatives will admit, fewer still want to try again. Who can blame them for their reluctance? The process is terribly painful, the logistics are enormously complex, the organization wants deeply not to change-and the success rate is abysmal. Yet most organizations must change, and change profoundly, if they're to stay alive. It's the oldest cliche in the book, and it's also true. The good news is that organizational change is not as hard to pull off as people think. It's tough, but it's not impossible, and it can be systematized. As a researcher and consultant, I've been involved in many change initiatives at scores of companies over the past 15 years, and I've come to believe that the low rate of success has...
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...Feb 11, 2016 9:15 AM EST By Arun Majumdar , John M. Deutch , Norman R. Augustine & George P. Shultz Two months after the end of the Paris climate summit, it seems natural to ask: What are the next steps? Do we need to do more? Three initiatives launched around the Paris meeting are an important start. Bill Gates announced the formation of the Breakthrough Energy Coalition, composed of philanthropists who will invest in public-private partnerships to invent and scale technologies. More than 20 countries led by the U.S. unveiled "Mission Innovation" and pledged to seek to double their government research-and-development budgets over the next five years to accelerate clean-energy innovation. Ten of the world’s largest oil and gas companies launched the "Oil and Gas Climate Initiative" to organize meaningful action through the sharing of best-practice information and other industry collaboration as well as to make investments in R&D and startups. These statements indicate that both the public and private sectors recognize that we live in a carbon-constrained world and that there will be a charge on carbon emissions, imposed through regulations or market prices or a combination of both. Thus, there is an imperative for industry to explore the commercialization of new innovative low-carbon technologies. Given the scale of the energy and climate challenges, the three initiatives are necessary but not sufficient. Why? Successful innovation must address technologies from...
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...Sociology 210 Unit 1 Individual Project Professor N. Devard November 17, 2013 Abstract Sociology is the study of human behavior using conceptual and scientific methodology to discover the impact of society on individuals and the causes and consequences of social change. (Editorial Board, 2012) “According to sociologist, C. Wright Mills, people often believe that their private lives can only be explained in terms of their personal successes and failures. They fail to see the links between their own individual lives and the society around them. The process of interpreting your individual life in the context of your community or the society in which you live is called sociological imagination.” (Editorial Board, 2012) This paper will attempt to explore the sociological imagination of how being homeless has an impact on more than just the individual experiencing the hardship and establish how several groups are affected as well. Homelessness: The Broader Issue of Poverty Studies of homelessness are confronted with many conceptual and methodological challenges. Homelessness is a social construction that classifies diverse circumstances and individuals under a convenient description. According to the United Nations Centre for Human Settlements 1996 Report. Homelessness is a world-wide phenomenon. An estimated number is anything from 100 million (no shelter at all) to one billion or more (temporary – shelter or squatting) depending on homeless classification...
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...3/20/2015 Final Examination Stable and unstable democratic outcomes may take many shapes and forms over regions and time and circumstance. Due to its nature, democracy is best fit in terms of incentives. Moreover, it is in a state’s vested interest in terms of democracy to adhere to gradual democratic change, in contrast to a political overhaul such as we see in Germany, France, and Italy. In these cases, democracy simply cannot thrive as democracy, by nature, requires gradual social change and must overcome bargaining costs and stabilizing change. The evidence that stands today, tested by the outcomes of history, maintains exactly this: democratic transition must be slow and concessional, thus mitigating the exit costs and cost of unilateral decisions or actions in terms of bargaining. Moreover, the difference between a stable and unstable democracy does not depend on education, economics, nor the middle class; rather, the success and stability of a democracy is formulated vis-à-vis it’s institutional factors. (Magagna 2/18). As actors, states are indeed rational and thus adhere to cost-benefit analyses in terms of bargaining power. In this analysis of political instability, it is evident that the sources are as follows: the potential benefits of transition exceed the costs of bargaining, fragmented party support creates a democratic deficit, linkage between democracy and redistribution, and the integration of violence unravels the social peace democracy needs to...
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...Mon Feb 6: NGO profile 3: Competitive Advantage 1. Who are its competitors and partners? a. Competitors: SustainAbility (Think Tank and Consulting group), Niche Consulting Groups (on CSR and ESG), b. Partners: David Gardiner & Associates (consulting service), Angela Bonarrigo Co Cen (consulting services), UNEP, 2. How does it differentiate itself? c. Leader in corporate environmental sustainability in the early 1990s. Founded on what is known as the “Ceres Core Principles” (a 10 point code on corporate environmental conduct), Ceres worked side-by-side with companies to implement these principles into every day operations. In 1993, Sunoco, a Fortune 500 Company, first adopted the principles. Ceres offered constructive dialogue, people not associated with our business and explaining where they are coming from was extortionately beneficial to us? d. Roundtable - Social and Business problem at the center of the table and creative way to involve all stakeholders to come up with the solution e. Embraced identity as leader as environmental reporting f. Catalysts for change! 1997 – launched Global Reporting Initiative (GRI) with UNEP and Tellus Institute offering first standardized platform for corporate reporting in the world!! g. Also pushes companies to improve!! E&S performance h. FIRST IN CSR AND ESG!!! i. Nonprofit that translate environmental problems into the language of the financial markets (bottom line...
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...POSITION PAPER ON AIR WARFARE 1. The technological evolution of air warfare made known a new way for major military operations. Operation Enduring Freedom quickly showed successes with the help of air power. Within weeks, the Taliban had been defeated. The capability was so effective because UAVs could remain on station for a long time, making able instantaneous attack by finding a target, matching it with a weapon, releasing the weapon, and observing the resultant effects. UAVs were a major part for success. In addition, a new concept of offensive air employment against enemy ground forces was successfully tested. This was something fundamentally new by way of air power application that caused direct air attacks against fielded enemy forces that were not in direct contact with friendly troops. The stupendous use of doctrine conquered the command of the air. 2. Air power means successful war-fighting and air power is not only America’s most flexible military capability, it is also the best strategy to apply our strengths against adversary vulnerabilities. Also, air power enables the U.S to directly attack the enemy’s centers of gravity without placing Americans or allies at risk unnecessarily. The centers of gravity were the Taliban themselves. The dominance of consolidated information over platforms and munitions was the principal enabler of the campaign’s success. This new dynamic made all other major aspects of the war possible, including the integration of special operation...
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