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Stories Of Change


Read the “Stories of Change” section in Chapter 1 of the textbook that describes how companies such as Hewlett Packard, IBM, Kodak, and McDonald’s have addressed significant changes within their organizations. 

Write a four (4) page paper in which you:

1.Using Kotter’s model, identify the three (3) most significant errors made out of all of the change stories presented and describe the ramifications of those mistakes.

2.Make at least one (1) recommendation for each change story that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process.

3.Attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate.

4.Recommend a different strategy for managing change in each of the one change stories presented and provide a justification for your recommended strategy.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

Title: Stories Of Change
Length: 5 pages (1403 Words)
Style: APA


Stories of change

Overview of Kotter’s model

Kotter’s change model has eight steps. These steps guide the process of effecting change in an organization. According to Kotter (2012) efforts to bring change are either hampered by lack of interest or the organization spends too much energy resisting change. 

The first step in Kotter’s model is increasing urgency. Change managers should resist the urge to follow bureaucratic procedures in order to effect change. They should instead focus on increasing the urgency of change. The need for change often become obvious due to some crisis and therefore change managers should communicate a sense of urgency in the process (Palmer, Dunford, & Akin, 2009).


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