Read/review the weeks course resources.

Identify the change management model

that most aligns with your leadership style, the one least in alignment, and why
your chosen model fits you best. Do some additional research on your chosen model
and summarize your findings and perceptions in a personal reflection posting.
Please note the strengths and drawbacks of your chosen style and why it may help
address the societal and educational trends driving change in todays dynamic
community college environment. Post and respond to at least two colleagues.

In reviewing the change management models, I was instantly drawn to

Kotters 8-step Change Model. It seems that many of our initial posts classmates
feel the same. The reason for that was based upon prior experience in some of the
other models and having the most success within Kotters. The first step in Kotters
model involves establishing a sense of urgency. To me, that sense of urgency
ignites motivation and the understanding that establishing deadlines is critical. With
such, the possibility of procrastinating or putting the matter off is minimized.
Kotters Model is simple to understand in nature, but a leader must be the driving
force in communication, monitoring the established goals and pushing through as
the sense of urgency is felt each day. Overall, the steps include (Normandin, 2012):
1.
2.
3.
4.
5.
6.
7.
8.

Increase the urgency for change.

Build a team dedicated to change.
Create the vision for change.
Communicate the need for change.
Empower staff with the ability to change.
Create short term goals.
Stay persistent.
Make the change permanent.

Based upon my leadership style, which tends to be typically based upon

teams and partnerships, Kotters model provides a strong element of teamwork.
Additionally, it requires goal-setting initiatives that are based upon persistence and
hard work. The influence of the leader is critical though as they are tasked with not
only motivating the team, but also to initially establish strong communication skills
that empower the members of the reasoning for the change. Along the way in the
steps, the leader maintains control and keeps the direction. Kotter (2011) states,
Change management, which is the term most everyone uses, refers to a set of
basic tools or structures intended to keep any change effort under control. The goal
is often to minimize the distractions and impacts of the change. As Normandin
further notes, one of the hallmarks of the model is that it provides a step-by-step
process. In February of 2012, I was tasked with chairing a committee that would
establish our First-Year Experience for the college, which consists of a mandatory
orientation and a college success course for all students entering our institution.
Much resistance was anticipated and it proved to be true. We followed the Kotter
Model through this change. Our president immediately established a sense of
urgency by insisting that that program would be in place in 180 days. In short, we
accomplished that through following Kotters steps. I am pleased to note that two

years into the process we have stayed the course and retention is rising. As
referenced by Normandin, steps in the process should not be skipped, but that is
equally a positive.
In terms of which model aligns least to my leadership style, it would be
Bridges Transition Model. Under this model, it seems the sense of urgency that
Kotters is built upon is removed. Under Bridges model, the current state of a
situation is simply ended with no immediate direction. From there, the
organizations drifts into the Neutral Zone of the model, where direction is
undefined. This sense of uncertainty creates unease, anxiety, and frustrations that
can negatively impact partnerships and relationships. Conrad (2014) states, The
Neutral Zone is a place of uncertainty where people find themselves wondering
about what the change will bring and what the organization will look like for them
once it is implemented. With such, in my experience, roles can be conflicted and
stakeholders can be uncertain of how to handle matters based upon past practice.
Within community colleges, we are built strongly upon being reactive to the
community and nurturing the many partnerships that we have established. When
making change, I believe it is important to being able to say, This is where we have
been, but this is where we are going. Here is everyones role and task to achieve
that. Bridges model does not provide that as it focuses on disconnecting from
previous practice, then picking up the pieces.
To conclude, I am a believer in Kotter as it provides motivation from the
beginning and establishes communication that are built upon goals. In the end, the
process requires the organization to stay the course and create the sense of
permanency for the change. This process keeps roles defined and stakeholders
informed, eliminating any confusion or neutral zones that Bridges Model provides.
Change is coming our way in higher education, much of which has already arrived.
We should not fear it, but embrace it. Change provides opportunity or as many may
see it improvement.

References
Conrad, C. (2014, March 10). Its not the change, its the transition: A theory on why
change initiatives fail. Captech. Retrieved from
https://www.captechconsulting.com/blog/chris-conrad/it%E2%80%99s-not-thechange-it%E2%80%99s-the-transition-theory-why-change-initiatives-fail
Kotter, J. (2011, July 12). Change management vs. change leadership - What's
the difference? Forbes. Retrieved from
http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vschange-leadership-whats-the-difference/
Normandin, B. (2012, August 28). Three types of change management models.
Retrieved from http://quickbase.intuit.com/blog/2012/08/28/three-types-ofchange-management-models/

PeopleWiz Consulting (2013). Change management models a comparision

[Powerpoint slides]. Retrieved from
http://www.slideshare.net/peoplewizconsulting/change-management-models-acomparison