Nonverbal Feedback and Virtual Organizations

Change is an inevitable part of today’s organization. Experts agree the need for change will not decrease. Change must occur to maintain strategic advantage and success for the organization. Globalization, social, political, and numerous other issues have lead to an increased need for change.

Change management has become a crucial role in leadership. Leaders must be aware of the need for change, the process to create change and the consequences of change for all individuals within the organization. The employees who are the organization are the change makers. Leaders must acknowledge the role subordinates play in change and facilitate the change accordingly.

John Kotter

John Kotter is an expert in the field of leadership and change management. He is a professor at Harvard University and a leadership development trainer. Kotter has made significant contributions to the theory of organizational change and development. Kotter argued economic forces would require additional attention to change in the coming decades. Increasing numbers of organizations will face the need to change to maintain success and viability (Kotter, 1996).

Kotter argued the anxiety and pain associated with change increases when the leaders within the changing organization make mistakes. The eight common mistakes are (Kotter, 1996, pgs. 4-15):

“Allowing too much complacency” (Kotter, 1996, pg. 4). A high sense of urgency is critical in the change process. Leaders make a critical mistake when they do not instill the urgency in other leaders, subordinates, and other working on the change process. These leaders often overestimate their own influence on others and underestimate the ability of people to move from what is comfortable for them. Kotter argued it is a sense of urgency that makes people put forth the extra effort to create change.

“Failing to create a sufficiently powerful guiding coalition” (Kotter, 1996, pg. 6). Kotter argued individuals are not capable of creating successful change on their own. Change fails when the organization depends on the charisma or talent of one person.

Successful change depends on the talent, charisma, and competence of many people. “Underestimating the power of vision” (Kotter, 1996, pg. 7). According to Kotter, vision is the most important aspect of change. Vision directs the change. Without vision, the employees may become confused and misguided in their work through the change process.

“Under communicating the vision by a factor of 10 or more” (Kotter, 1996, pg. 9). Major change requires sacrifice by employees. The employees are more likely to support the change if they believe in the transformation. That support occurs through acceptance of the vision. Employees cannot accept an improperly communicated vision. Leaders must effectively communicate the vision often and to everyone involved in the change process. Change is likely to fail when proper communication of the vision does not occur.

“Permitting obstacles to block the new vision” (Kotter, 1996, pg. 10). Employees can become frustrated and intimidated by large-scale change. The work involved can become difficult and long. The process can take a long amount of time. Kotter argued the work and time must not prevent the employee from believing in the vision. The belief in the vision helps the employee work through the intimidation and frustration. Successful leaders help their employees to avoid obstacles to the vision.

“Failing to create short-term wins” (Kotter, 1996, pg. 11). Failing to create short-term wins is similar to avoiding obstacles to the vision. The length of time major change can take is damaging to the process. The successful leader of change creates an environment where small accomplishments are celebrated. These acknowledgments revive the effort and help employees to maintain the needed momentum to create change.

“Declaring victory too soon” (Kotter, 1996, pg. 12). Major change must become part of the organizational culture to be a lasting part of the organization. The new approaches are susceptible to elimination if the process is not deeply rooted in the structure of the organization. Successful change leaders work to keep the changes current, applicable, and rooted in the company. Declaring the change as complete before it is part of the culture undermines the change and can eliminate it.

“Neglecting to anchor changes firmly in the corporate culture” (Kotter, 1996, pg. 14). According to Kotter, there are two steps to ensuring the change becomes part of the corporate culture. The first is to demonstrate the change is successful and increased performance. The second is to ensure the future managers personify the change and will work to maintain it.

The consequences of these mistakes can be disastrous for the change process. The effects range from complete failure to lower than expected results (Kotter, 1996). Kotter argued the mistakes are avoidable using awareness and skill on the part of the change leader.