Paper , Order, or Assignment Requirements

What is required?
a. Develop a well researched and theoretically sound action plan that outlines how you would lead the implementation of a particular policy in your workplace
b. Reflect on your own developing capacity to lead such a change. Provide evidence to support your reflections either by including evidence of self-assessment, or identifying your contributions through discussions

Essay plan:

• Introduction – Write a brief summary of the policy area, Teacher preparation policy in Australia, you will be focusing on. List any recommendations you may have made. Briefly discuss the selected change management strategy or strategies Kotter (1996 change model(Approximately 300 words).

o Change leadership/human relationships approach. Identify which change management approach the organization use in the past Lewin’s three phases of change model and why it fails. Then Identify which change management approach will guide and frame your action plan Kotter (1996 change model and identify why this was chosen as particularly appropriate to meet the human relational and policy needs. Identify the risks involved, and how you will manage them. (Approximately 1200 words). See the example in how to do this section

Kotter’s 8 steps for change
Kotter’s eight (8) change steps are well known. In his early work, he stipulated that these were the order in which these need to be completed. More recently, he has updated the 8 steps slightly (2014), and conceptualises them as a more dynamic, ongoing process.:

The steps are:

1) Create a sense of urgency
Craft and use a significant opportunity as a means for exciting people to sign up to change their organisation.
2) Build a guiding coalition
Assemble a group with the power and energy to lead and support a collaborative change effort.
3) Form a strategic vision and initiatives
Shape a vision to help steer the change effort and develop strategic initiatives to achieve that vision.
4) Enlist a volunteer army
Raise a large force of people who are ready, willing and urgent to drive change
5) Enable action by removing barriers
Remove obstacles to change, change systems and structures that pose threats to the achievement of the vision.
6) Generate short term wins
Consistently produce, track, evaluate and celebrate volumes of small and large accomplishments – and correlate them to results.
7) Sustain acceleration
Use increasing credibility to change systems, structures and policies that don’t align with the vision; hire, promote and develop employees who can implement the vision; reinvigorate the process with new projects, themes and volunteers.
8) Institute change
Articulate the connections between the new behaviours and organisational success, and develop the means to ensure leadership development and succession

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