Role Do Leaders Take in Essay

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Watkins offers a number of suggestions for making the change work in an organization, some similar to the other two reviewed in this paper, some original. He reveals the four kinds of transitions, and points to the challenges that each transition presents and he also offers ten "key transition challenges" in the event there needs to be a "90-day acceleration plan" to get things moving quickly.

Watkins' Article

In saying that in an organizational change (or when a person is starting a new job) there need to be "some early wins," Watkins is emphasizing what Kotter said. Watkins' whole push is to help companies "accelerate transitions" -- and he knows that the way to do it, which is to be sure to "methodically diagnose the situation" and only then assemble the talent needed to get the transition completed the right way. His four types of transitions are: a) start-up (working from scratch, getting people energized); b) Turnaround ("reenergizing demoralized employees and other stakeholders" when all realize there is no other choice but to turn things around); c) realignment (restructuring the top team; "refocusing the organization"); and d) sustaining success (playing "good defense" by warding off problems before they fester; motivating people).

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Watkins presents ten challenges to the 90-day acceleration plan, and the most important among those "promote yourself" is vitally important: don't assume that what made you a success before is relevant in the transition. Also, building the team, creating coalitions, securing early wins and "accelerating your learning" are pivotal to success.

A Summary of the Articles

There are a myriad of good ideas in hundreds of articles and books about how to prepare for an organizational change in today's global business environment. Not all of them apply to every business, of course. But the suggestions and specific steps that are presented in the three articles assigned for this paper are really all an alert, gifted manager / leader would need to succeed in any transition. From Kotter, the most powerful and key points are, don't let up, build a coalition and make the positive changes stick. From Kanter, the idea of challenging the prevailing organizational wisdom is absolutely essential (even after the transition, everything should be constantly challenged); and from Watkins, it should be remembered if the skills aren't there or can't be quickly taught, the plan is in trouble before it is launched.

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