Implementing Tried-And-True (Essay Sample)

Everybody Possesses a "Change Signature."
              Implementing tried-and-true or audacious change can be crucial for stimulating a firm’s success. Change agents must be knowledgeable about the sector they are enforcing change in. This requires that they comprehend current economic trends in the sector, how new technologies are being used, statistics on employment and job prospects in the sector, and how public opinion affects the sector. Change agents must be prepared to deliver real-world solutions rather than providing businesses with old or erroneous information (Kerber et al., 2018). Researching other prosperous businesses to find out what has worked for them should be one of the first things change agents undertake. 
           Most of us know that change is a normal part of life and is frequently required. Still, human nature has tended to resist transformation anytime it occurs unless the adjustment favors us. We typically choose to remain in our comfort zones when everything is similar. Thus, in addition to being a logical and necessary response to the current situation, change also needs to be viewed as desirable if we believe it is ultimately more dangerous than the status quo. In his first step, Kotter acknowledges this need and asserts that you must induce a sense of urgency in an organization to force it out of its routine complacency (Kotter, 2017). Employees will support the change only if there is a significant motivation to change the daily "business as usual" mindset. 
           A sense of urgency can be created in numerous ways. One strategy is opening up frank communication with coworkers and directly outlining the issues with the current atmosphere. For instance, a researcher could learn what the company needs by being open to candid communication and getting a clear understanding of those needs from employees and the benefits of doing so. Take the most common situation that innovator employees are to launch a new contractual application system in a contracting office. Fixing a deadline for when the proposed system will go live and the systems will be discontinued can help create a feeling of urgency. However, this aspect might not be able to convey to lower-level contracting officers enough urgency on its own. The head of contracts, together with the heads of the branch and team, might express their opinions on why the change is so critical to the business in visual and quantitative terms to get buy-in at all levels (Abudi, 2017). 
                Establishing a solid steering coalition would be the next step. The period of a single, dynamic person being able to guide a company through a significant transition, according to Kotter, is numbered. For a person to successfully guide change while also handling day-to-day responsibilities of operating the organization in todays complicated and challenging business climate has to be innovative. The significant change, it is sometimes asserted, cannot occur unless the organization's leader actively participates. Thus, an innovator must take their time to develop fresh, intriguing ideas for the business and then present them to the company's top managers for their approval and support. Using our previous example as a guide, the innovator might choose senior leaders from all angles of the entire organization to help with the application system upgrades. 
                Before putting forth time and effort, people want to know where they are going. They also want to know why they are traveling. The vision should give everyone in the organization a clear understanding of the perfect future and address the question of "why change?" It must describe what the anticipated transformation will appear like after it is finished and provide a rough roadmap for getting there. The vision must be inspiring in and of itself, painting a picture that makes workers eager to join in and contribute to the future success of the change (Todnem, 2020). Researchers or innovators acting as change agents should display a well-drawn diagram showing the modification's cost and its eventual financial benefits to the company and workers. This gives a more accurate view of the contracting office's path and offers a rough roadmap for getting there.