Devise Question about Change for the Cohort:

From the readings, material, and classwork, devise a question about change for the cohort. It should be one that does not simply require a yes-or-no answer but one that can be drilled into for analysis by your peers. It may even encompass an example of a change that worked or did not work. It should be relevant to our course learnings.

I am copying some of my classmates posts to get an idea what you should talk about.

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Hello everyone,

As we all know change is inevitable in all aspects of our lives. Some are better at adapting and embracing change, while others struggle and would like to keep things the same. What are some ways that we can make those that are not too keen on change, understand the bigger picture and the overall impact that the organizational change will make to the business? What are some ways you have helped explain to others the overall impact of a change?



Hello Class,

4th week into our course, we have learned so many things about leadership together and discussed challenges in multiple occassions. Changes in the organizations are hard to implement and easy to move away from. I’ve seen how change is looked differently by everyone in hierarchy. It is motivating for one, optimistic for another and few totally hate changes. I’ve seen the impact of habit and what it can do to someone personally and professionally. I believe that organizations have habits just like individuals and habits can be traditional to the organization. I’m wondering how leaders can incorporate strategies in organizations to better use the organization’s habits to drive the change?

I believe if we can leverage the collective habits, it can improve change process and is less stressful to all levels of hierarchy. I would love to hear what you guys think about this.

Thank you,


In my most recent position, I was responsible for a number of individuals that were in leadership roles (Managers, Supervisors and Senior Med Techs). The company was embarking on an organizational transformation that was driven by this leadership team. One of the most challenging components was getting my leaders to “buy in” and support the journey. Kotter (2007) believes that in successful organizational change leaders are key, and that you need a strong guiding coalition to come together and develop a shared commitment.

My question to the cohort is: How would you motivate and rally other leaders to hop-on-board for organizational transformation? What steps would you take? And more importantly, how would you handle the negative Nelly’s in the group that will never support the change?

Kotter, J. P. (2007). Leading change. Harvard Business Review, 85(1), 96‒103.



Within the Eight Steps to Transforming Your Organization, Kotter notes 50% of organizations fail in phase one. In the quest to establish urgency and the necessity for change, organizations are often derailed by a lack of leadership and an overabundance of management. Leadership within this initial phase is imperative for the transformation to begin.

Provide a personal example of change you have been a part of and what qualities of leadership are necessary for success in the first phase of creating urgency and importance for change.

I look forward to hearing your thoughts.


Kotter, J. P. (2007, January). Leading Change: Why Transformation Efforts Fail. Harvard Business Review,

96-103. Retrieved from

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