MANAGING CHANGE

Managing Change

Managing Change

Introduction

In the book “Heart of Change ---Real-Life Stories of How People Change Their Organizations”, John Kotter and Dan Cohen discuss the core theme behind large-scale organizational change. The main message in this book is plain and simple, yet far-reaching in terms of creating a reasonable justification of organizational changes in the processes and procedures. It states that:

“People change what they do less because they given analysis that shifts their thinking than because they are shown a truth that influences their feelings!” (p. 1)

This statement forms the core concept of the book and creates an understanding about the implications and consequences of organizational change. The concept can also be applied to personal analysis and to events around us that creates an understanding about how do we perceive and initiate change. Institutions can not maintain the superior performance of the employees in the long run it were not for its philosophy of institutional firm encourages a culture of adjustment to a work environment. The fact that in the hard world of business can only survive a company with a flexible organizational structure capable and psychologically ready for a permanent organizational changes, today's managers know more from college.The concepts of managing changes within organizations are especially a focus because of the new technologies, restructuring, procedural modifications, strategies and cultural dimensions that bring about constant changes in the way organizations work (Kotter, Cohen, 2002, p. 1-190).

Strengths and Weaknesses of This View

Managing personal and organizational change is not an easy and assumable task. This management of change requires thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes (Kotter, 1996, p. 13-187). If we force change on people, problems usually arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. In the context of managing change, there are some strengths and weaknesses that create a need to ponder over the consequences of change as it occurs. In general, people resist change in their need for security, and this makes you see change as something that is going to slow down and go back in time with a negative connotation (Kotter, Heskett, 1992, p. 100).

The dynamics and increasing complexity of our environment can no longer design organizations as being fixed, concrete and immutable. The latter has no chance to survive amidst insecurity, instability and the development of their communities (Kotter, Cohen, 2002, p. 1-190). When people given an experience of change, whether in the personal or professional context, they usually feel a sense of instability, uncertainty and insecurity. They do not wish to change the course of their lives, at any cost, in the first few phases of change. This feeling and sense of uncertainty causes a resistance to change. Resistance to change can bring adverse effects to the organization's survival as well as to the life of the individual facing the change. In the simplest words, when people handle the turbulence well, they ...