Three Models of Change: An Outline

According to Greek philosopher Heraclitus, "change is the only immutable". Regardless of whether the organization is big or small, common clues are unpleasant whether it is frightened by the difficulty of change. Kotter model John Kotter introduced the Kotter transformation model in 1995 "Leadership Change". Eight steps of process were established at each step, and it turned out that the process may be harmful. Obstacles cause emergency. It is urgent to change demand.

In 1996, Kurt outlined his model of embedding changes in my organization. Here, he outlines 8 key steps to embed organizational changes at the macro level. I strongly urge you to read his book. This year's "Uncle" Bob Martin Listening to the agile appearance, he emphasizes this title of "Agile": (The value that cotter also reads! "This is not what we should do here" The melting iceberg is melting. "I have already existed in software programming since 2001, but agility is not new. In addition, the company's memory is very short, the number of technical characters doubles every four years, rather than sharing or paying attention, this knowledge is further restricted.

It is widely believed that resistance to change is often the collapse of it. For this reason, most change models, such as Kotter's eight steps, Lewin's three transformation stages, and the McKinsey 7-S framework, place people's leadership at the center of strategy. However, one person is overlooked throughout the literature on change management and the process of change. Changes to the conversion are usually described in Section 2. Transformation agent - a business leader who is making change - and a transformation recipient - there is an employee of change. Most of the business literature on change continues this perceptual dichotomy, most of which are directed to change agents.

Various scholars have studied and documented many variation models. This assignment described three variant models, including the Kanter model, Kotter's eight-step conversion model, and Luccke's variation model. Comparison of the following three models is based on Todnem's study. Kanter defined the first step as an organizational analysis and change requirement, Kotters defined the urgency of developing changes, and finally Luccke defined the identification of business problems. However, these steps are common to all of the above three theoretical models, such as creating a vision for change, leadership, and policy creation. In addition, according to Todnem's survey, the organization change management process is basically divided into the following major stages of measures to change planning, actions, implementation, and performance.