Implementing and Sustaining Change: Making Change Stick

Making Change Stick
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The insights gained from this week’s discussion and research suggest that most changes tend to fail due to the imprudent approach shown by the leader and the forced nature of change where stakeholders do not provide much instrumental support (Kalandia, 2022; Palmer et al., 2022). Similarly, resistance can remain a critical roadblock. The successful process for change to become embedded in the organizational norms can be based on the combination of ideas drawn from Kotter’s 8-Step Process and Lewin’s three-pronged change process (Palmer et al., 2022). In other words, the leader should first introduce the change by taking the stakeholders into confidence and creating a sense of urgency (if needed) with inevitability. It is referred to as ‘unfreezing’ in Lewin’s model (Palmer et al., 2022). The leader should introduce the rationale for the change along with the respective benefits for each stakeholder (particularly employees). It will help maximize the buy-in and reduce the chances of resistance to change.
During the implementation, the leader should collaborate with the change agents and employees to learn new...