Thinking and Feeling

How does the approach in this slide set compare to Kotter's Change Model?

The presentation of Kotter’s Change Model is a bit more palatable in terms of aesthetics. There isn’t a shortage of graphics to demonstrate the eight steps within his model. The Revere Group decided to omit a slide encompassing the entire change model. Instead, they produced graphs and graphics to depict key teachings within their presentation. Contrary to my classmates, I interpret that the “Sustaining Success Model” shares six components- Sponsorship, Change Network, Organizational Alignment, Communication, Training, and Support. Further, each component has two sub-components, “Building Commitment” and “Achieving Commitment.” The action items listed under these sub-components make for an easy-to-understand checklist of what to do (Building Commitment) while in the specific component of the process and then what must be completed (Achieving Commitment) before moving on. Both Models capture similar themes necessary to sustain change effectively. Kotter is a bit vaguer, while the Revere Group provides us a nice list of specific tasks to accomplish (“Detailed Roadmap”).

Does this model effectively integrate thinking and feelings?

I believe the "Sustaining Success Model” effectively integrates thinking and feeling. Not only does the model share the logical components of change, but it provides those affected by the change with an opportunity to see and feel the change. I truly enjoyed this statement within the slide deck "people who implemented the change have already completed the transformation to the future state; they forget that others have only begun their journey." This empathy shows the care in ensuring that the "feeling" is present within the change process model.

Feelings must be managed but do they really have much to do with achieving successful change?

Yes, satisfying both logical and emotional factors lead to the effective execution of change initiatives. Emotion supersedes logic and requires more attention than simply being "managed." Biologically we are all born with this filter in our brain called the amygdala. This is our "fight, flight, or freeze" portion of our brain that used to keep us alive in early civilization- avoiding predators and other at-risk situations. Our amygdala is still prevalent today, which means that humans must emotionally get through to their audience before ever appealing to logic. We've observed that many employees feel "at-risk" when presented with a change initiative, and therefore feelings play the most significant role in achieving successful change.

Is there any real impact in what Kotter is stating regarding feelings and change?

Yes, absolutely. By helping people “see,” that information influences their emotions. When emotions are affected, you can alter behaviors.

What is your opinion as to the likely success of the recommended approach in the "Sustaining Change Model"? Explain.

According to Kotter, it is essential to integrate both seeing and feeling for effective execution of change- the "Sustaining Change Model" does that. Additionally, I think it is important to share that there is no one-size-fits-all change model for every implementation. We wouldn't have countless models if that were the case. Conveying this, I would recommend the "Sustaining Change Model" as an effective solution in many applications of organizational change.

Finally, consider your own experience in dealing with organizational change, likely you have experienced some feelings about the change, but did your feelings really have much to do with your resistance or acceptance of the change? Explain.

The change I am thinking of is implementing our first-ever customer relationship software system. Initially, I was open to the idea of it being a resource that I could adapt and fit around my own, pre-established organization practices. However, early on, I realized that we would have required actions to take with this new CRM. That immediately turned my interest into an annoyance. CRM is a mandated exercise within our company now. While I am compliant, I have not accepted it as a tool to organize my sales territory- it's just not that helpful. This is just a task I need to do that takes time out of my day and, in all instances, duplicates the organizational activities I've been doing.

What guidance would you give to senior leadership as to how to best address feelings among the workforce when major changes are being planned?

Keep your employees in the loop of the change that is occurring. Ask for feedback before, during, and after implementation. There was never a clear message about why we were investing resources into this software. I do not know how my customers, or I, benefit from this implemented change. I've heard a potpourri of reasons, and they've changed over time. When the consistent message isn't shared, I lose trust. I assume the company is either hiding the real reason or invested in a CRM because it's a thing other large medical device companies do.

Submitted 3/8/22