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Please provide an apa discussion response citing the below references in the text of your response. Which of the four barriers described by Kotter in

Please provide an apa discussion response citing the below references in the text of your response.

Which of the four barriers described by Kotter in Figure 7-1 inLeading Changedid you see in the discussion video's story?

The barrier to empowerment (Kotter, 2012) that I believe is described in the discussion video (Dyer, 2024) is the barrier of formal structures make it difficult to act (Kotter, 2012). The training program opened their eyes to what they felt was a need for culture change in the organization, however, when they left the training environment and got back to the 'real world' the current clan culture (Dyer, 2024) was so engrained that it so severely inhibited the change process that it really turned out to be a failed initiative. The root cause of the failed change initiative was most likely a lack of focus and emphasis on stage three, establishing a sense of urgency, and step six, communicating the change vision (Kotter, 2012) to the members of the organization. In both stages three and six (Kotter, 2012) you must further develop the trust in the leadership and the needed change. Michael Useem discusses trust during his interview transcribed in Leading change in the 21st century (Javetski, 2012). Trust is key not only to leadership in general but also to the change process (Kotter, 2012). If the employees do not trust leadership, then they will not trust any change initiative presented by those in leadership. It becomes a self-fulfilling prophecy of doom from the start.

Which of these barriers have you personally experienced?

Unfortunately, I have personally witnessed three of the four barriers to empowerment in my professional career. Formal structures, lack of needed skills, and personnel and information systems (Kotter, 2012) have all played a huge role in my professional career in the Air Force. During my active-duty time there were a multitude of change initiatives that were endeavored. Each new incoming commander would have personal desired change and change pushed down from higher authority during their tenure. Almost all were devised with good intentions, however, not all were successful. Successfully completing the change process in the relatively short period of a two-year command stint was always going to be a challenging feat. Then you throw in the barriers inadvertently placed in our way by the nature of the basic set-up of the military system made it occasionally impossible to carry out the initiatives.

What can leaders do to remove these barriers?

Sirkin et al. (2005) impart that "managing changeistough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives." Leaders and managers are bombarded with ides, designs, opinions, and processes for change management. At times, even leaders with good intentions, can get mired in the muck of landing on a singular vision to lead the charge for change. Each change initiative (Kotter, 2012) should start off with a very small group of the leader's inner circle to discuss, form, and birth the change initiative and the process they will use to carry out the change in the organization. This allows for a singular voice to be heard throughout the organization and the process.

Why is empowerment important for successful organizational change?

True empowerment (Kotter, 2012) is the golden key to successful leadership and change management. The leader nor any of their managers can be in everywhere all the time making all the decisions necessary throughout the process. Empowering your people multiplies the efficiency and impact of the change. This is also a critical place for the utmost honesty or candor as Jack Welch shares (LaRoy, 2013). There appears to be far too much dancing around difficult conversations in the workplace today. The conversations need to happen and most often lead to a better situation for the employee and the organization.

-Stephen

Dyer, P. (2024).Barriers to empowering others. [Video]. Organizational Leadership.

Javetski, B. (2012, September 1).Leading in the 21st century: An interview with Michael Useem. McKinsey & Company.https://www.mckinsey.com/featured-insights/leadership/an-interview-with-michael-useemLinks to an external site.

Kotter, J. P. (2012).Leading Change.Harvard Business Review Press.

LaRoy, G. (2013, December 9). Jack Welch on candor in the workplace. [Video] YouTube.https://www.youtube.com/watch?v=3nPzIiXhqPkLinks to an external site.

Sirkin, H. L., Keenan, P., & Jackson, A. (2005, October). The hard side of change management.Harvard Business Review,109-118.

Edited byStephen Schexnayderon May 31 at 12:08pm

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