Using Kotter's Eight Steps To Analyze The Change Process

Using Kotter’s eight steps to analyze the change process

1 Create a sense of urgency

From my perspective, our organization change was a failure case. There are many causes, one of which is that our instructor didn’t create a sense of urgency. As Warner Burke stated “Organizational members must see the need for change for them to be willing to embrace it.” (Burke, 1999) However, we all thought that we accumulated a good reputation through years of effort, so that we could easily get the right to host various campus activities, and the greater chance to receive funds and sponsorship fees. We can’t see the need or urgency to separate student union to two organization when the old system was running well. All in all, we thought there was no real importance or benefit for any member to transfer over so of course no one wanted to move. Developing a sense of urgency around the need of change may help change leader spark initial motivation to get things moving.

2 Build a guiding coalition

This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough – you have to lead it. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. (Implementing Change Powerfully and Successfully, n.d.) However, our change leader didn’t build a guiding coalition for us. We just hold our own judge based on our campus activity experience, we worried about our status and sponsorship fees would be negatively affected, and we may lose the right to host major campus activities. Unfortunately, we even didn't get the strong persuasion from our