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Managing Organizational Change

Addressing the 8 Steps of Kotter’s Change Management

Establishing a Sense of Urgency

In the organization, when there is the need for the establishment of a sense of urgency, I would highlight a complaint among many others in a correspondence that is written that is obtained from the clients. Pointing out faults is easy but looking deep into the actual issues and establishment of the not only necessity of change but providing the solution is vital. This can involve having personnel who looks into complaints of the inmates at Pelican Bay Prison and reach out to them. The personnel then submits necessary task so that a faster turnaround time as a goal would be achieved (Appelbaum et al., 2012).

Creating Coalition

For the creation of the coalition, I would have a sn expert on coalition guiding. This would be a member of management and a rotating member in addition to the departments for meeting with coalition and reporting on a weekly basis to the management on the upper level on the feeling of everyone and their input on the changes. For Pelican Bay State Prison, I would be looking for an input that is honest. The personnel who carry out changes in the prison will be part of the team, and so they will provide valuable input and feedback that is real-time on areas of improvement (Kogetsidis, 2013).

Developing Vision and Strategy

For smooth management of changes, there should be a clear strategy and vision for the change. In developing the vision and strategy for the Pelican Bay State Prison, a clear strategy and vision for the proceeding will be offered through the understanding of the opportunities that are presented by guiding coalition step. This will allow activities that are related to change to be moved in the right direction, effectively and with quick communication. This can be good for the Prison in actions that are empowered and immediate. Vision and strategy call for a well-established channel of communication from the top level of management so that every department to be well informed on the strategy and vision of the prison (Kogetsidis, 2013).

Communicating the Vision

For smooth and effective management of a change in the organization, the vision should be communicated in a well-articulated technique which does not require interpretation to all the departments in the organization. Communication of the vision in prison will help in defining the core values of the prison. In achieving this definition, each department in prison would be able to determine the part they play in reaching the goals of the prison. There should be the evaluation of what is done by the department and explain the effectiveness in the contribution it makes. This will, therefore, make it possible to identify the areas that do not move collectively in the achievement of the goals so that there would be a directed improvement to those specific areas or departments (Calegari et al., 2015).

Empowering Broad-Based Actions

The empowerment of a broad-based actions in prison will involve training. The critical steps for this are setting of a precedent. Once training has been done for the management on the parts they can sign-off in the training exercise, they will be able to implement the actions. When the individuals are also allowed to operate their line as it is their own empowers the management in making executive decisions compared to approval seeking for any task they are presented or encounter. The communicated actions should have a set time limit and assigned the individual to confirm if helshe is in a position to complete and understand the training from the start to end. This will, therefore, make it easy to the management in prison to be able to check the progress of actions that are implemented. The design should also have communication of expectations. For example, if there is an upcoming change in the prison, a notice should be issued for 60 days and an allowance of 90 days for the transition. The people who willingly comply with the change gets recognition and reward to a greater extent, and the people who will be slow in adaptation will have actions of discipline awaiting (Appelbaum et al., 2012).

Generating Short-term Wins

A long-term solution in prison depends on short-term wins. The management of the prison will be able to measure their success of how they are doing on their goal achievement. There will be no period of resting if the management does not have short time wins. I believe as, in each organization, there is a journey of uphill and an area for resting. This quiet area gives us time for looking back from where we started climbing and do an evaluation on the things that went smoothly and the areas at which things went roughly. This is the point from which changes can be made on the areas that were rough. This will also allow the prison to give praises for the wins and encourage the morale to be maintained.

Consolidating Gains and Producing More Change

Consolidating gains and production of more change in the prison will involve theoretical ideas of taking away the short gains and addition of great focus so that more change can be continually produced until reaching the results. This would be like addressing the concerns of the inmates and giving out solutions to the problems that have been highlighted and doing a replacement of solutions in each area where there is the need for change. Saying is easier than doing, but the basis of the requirement is on the accountability of all the people who carry out the task. If the dealing with these solutions is through submitting tasks behind the scenes, all issues that are knowledgeable would require the minimum process of task verification. There should be an establishment of systems for holding those who are knowledgeable and did not take minimum steps needed fo accountable negligence. In prison, it should be our feeling that we have a task of helping the inmates or otherwise failure is to all of us. There should be capitalization of our positive gains and take the implemented change for the production of more change.

Anchoring New Approaches into the Culture

There exist many models of anchorage of new approaches into the culture of the organization. The approaches differ from one organization to the other, but for anchoring of new approaches into the culture of the prison, I would go for rewarding of positive behaviors or gains in prison. On the other hand, I will be taking disciplinary actions towards the actions that are unfavorable. Anchoring new approaches into the culture of the prison have multiple steps that can be followed, I would be proposing a model that is based on the identity of actions that is a combination elements from perspective that is multiple with kit theory included, working on cultural capital and theory of identity as the most effective to the prison. The theories are considered incomplete in the anchoring of new approaches into the culture. This is when the theories are independently implemented. The theories provide a more open solution to the issues when they are implemented in combination towards anchoring new approaches into the culture of the prison (Miles, 2014).

Reference

Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development, 31(8), 764-782.

Calegari, M. F., Sibley, R. E., & Turner, M. E. (2015). A Roadmap for Using Kotter's Organizational Change Model to Build Faculty Engagement in Accreditation. Academy of Educational Leadership Journal, 19(3), 31.

Miles, A. (2014). Addressing the problem of cultural anchoring: An identity-based model of culture in action. Social Psychology Quarterly, 77(2), 210-227.

Kogetsidis, H. (July 01, 2013). Change Management: The Need for a Systems Approach. International Journal of Information Technologies and Systems Approach (ijitsa), 6, 2, 1-12.