Integrative Paper Mngt 5590
MNGT 5590
Integrative Paper: Comparing and contrasting the concepts of IKM and Kotter
1. Stage one: Establishing a Sense of Urgency in our fast paced world, things and environments change rapidly. In order to meet the needs and demands of an ever changing marketplace, organizations also need to change and adapt very quickly. With success hinging on the ability of the institution to analyze, predict and adjust in order to meet the market demands and successfully cope with rapidity of change (IKM, pg 7) "establishing a sense of urgency" as explained by Kotter would be critical (Leading Change, pg 35). To influence anyone or any organization to move towards any type of behavior requires the three critical factors of direction, intensity and persistence directly related to the motivation necessary to realize the urgency of the situation and the need for change (IKM, pg 111). Determining the significance of the problem as related to urgency, impact and growth tendency would necessitate potentially shifting priorities and establishing the level of urgency needed to motivate the organization to move towards change (IKM, pg 386). Even though all indications reveal a need for organizational change, fears associated with the unknown, shuffling of positions, or changing of established routines could lead to resistance and the subsequent absence of initiative and urgency to move in the direction of organizational improvement (IKM, pg 486). When urgency is lacking, the intervention of an external change agent (IKM, pg 484) or consultant may be required to provide an outside perspective and real numbers associated with flagging bottom line reducing the chance of continued complacency (Kotter, pg 44). Similarities exist between both texts in relation to the role of crises and its ability to catch the attention of leadership (Kotter, pg 45) and the idea that "organizations seldom undertake significant change without a strong shock from the environment" (IKM, pg
Integrative Paper: Comparing and contrasting the concepts of IKM and Kotter
1. Stage one: Establishing a Sense of Urgency in our fast paced world, things and environments change rapidly. In order to meet the needs and demands of an ever changing marketplace, organizations also need to change and adapt very quickly. With success hinging on the ability of the institution to analyze, predict and adjust in order to meet the market demands and successfully cope with rapidity of change (IKM, pg 7) "establishing a sense of urgency" as explained by Kotter would be critical (Leading Change, pg 35). To influence anyone or any organization to move towards any type of behavior requires the three critical factors of direction, intensity and persistence directly related to the motivation necessary to realize the urgency of the situation and the need for change (IKM, pg 111). Determining the significance of the problem as related to urgency, impact and growth tendency would necessitate potentially shifting priorities and establishing the level of urgency needed to motivate the organization to move towards change (IKM, pg 386). Even though all indications reveal a need for organizational change, fears associated with the unknown, shuffling of positions, or changing of established routines could lead to resistance and the subsequent absence of initiative and urgency to move in the direction of organizational improvement (IKM, pg 486). When urgency is lacking, the intervention of an external change agent (IKM, pg 484) or consultant may be required to provide an outside perspective and real numbers associated with flagging bottom line reducing the chance of continued complacency (Kotter, pg 44). Similarities exist between both texts in relation to the role of crises and its ability to catch the attention of leadership (Kotter, pg 45) and the idea that "organizations seldom undertake significant change without a strong shock from the environment" (IKM, pg