Kotter's Eight Model

One of the goals is to present a systematic model of implementation based on the plan of action that will restore the higher chain to focus on outcomes of criminal justice innovations by using the Kotter’s 8 step model to help correction leaders conceptualize the process of the change initiative. Another goal is to clarify which procedural policies are the most vital in changing in order to concern which ones will accomplish our engagement efforts. Lastly, the goal will be to focus on the policy changes that create divide in the institution. The aim is not to provide detailed descriptions of other scholar studies, but to simplify more wide-ranging ways to redirect and recreate necessary changes as well as to describe the Kotter’s 8 model of

Due to the situation of the Hancock State Prison we consider that the best strategy for change is the Kotter’s Eight Model of planned change of Lewin Kotter. This strategy will define the strategic change of the change phase and change process. By following these 8 steps in our change program it will allow us to change the current condition of the institution. Kotter’s first step recommends that it is essential to first drive people out of their comfort zones by creating a sense of urgency (Dinovenk,2014). The hope is that by creating a sense of urgency I will be able to make the Warden, correctional officers, and inmates get up from where they are sitting and be prepared mentally to see some movement within the compound. If they are unwilling to change what they do or how they do on a day to day, then changing procedures for the better will end up being a long drawn out process. Therefore, I will ensure that implementation for the urgency of change is communicated clearly. After this is done my team and I will have to construct the right team to guide the change requirement for the change initiative (Step 2). Having the support of key players so that “those left out cannot block progress (),” as Kotter puts it, is needed for any kind of smooth decision-making that will be accomplished by the decision of the people that will be affected.

By communicating the vision will help in promoting the benefits of change and informing the broader organization of the timing, impact and details of the change. As the project plan for the change takes form, the communications plan then identifies what key message are to be delivered, the audiences to receive them, the timing of the communications, and the training to preparing the employees the change that will directly affect the day-to-day work efforts. By allowing a broad-based action (Step 5) the team leaders and change agents will have managing training and create a detailed work plan that will aid in the success of all the changes that is needed to better the