In this assignment, as a group, you will select the change management model and justification you want to use for your project based on the submission from the individual group members. Your group wil
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Chittenden Group Insurance – Preliminary Report (Part One)
Christopher Chambers, Paul Licon, Jakeisha Moore, Karen Ponce,
Legnalys Torres, Nicole Zamora
Master of Business Administration, Post University
BUS 660: Leadership and Change Management
Dr. Sheila Schmitz
July 21, 2024
Chittenden Group Insurance – Preliminary Report (Part One)
Overview
The Chittenden Group Insurance is a fourth-generation family-run company. The new CEO, Ted Barber, seeks to advance the business while maintaining its core principles. We suggest implementing Kotter's 8-step change management model to provide a structured approach for addressing change and overcoming resistance (Berman et al., 2015).
Kotter's model benefits businesses seeking growth due to its comprehensive approach to change management and organizational development (Braun et al., 2012). It starts by motivating staff to understand the necessity of change as services expand, ensuring everyone is aligned with the shared growth goal. The model also emphasizes creating a committed team of influential stakeholders to drive the growth plan (Berman et al., 2015). This coalition reduces resistance to change and increases the likelihood of successful implementation by providing strategic direction, allocating resources effectively, and gaining support from various company divisions.
Kotter's 8-step model offers a systematic framework to help Chittenden expand services sustainably and efficiently, considering all critical aspects of organizational change from initial commitment to cultural integration (Braun et al., 2012). This preliminary report highlights recommended changes for Chittenden Insurance Group and actionable items leadership can implement to overcome resistance. It also includes a proposed budget for the proposed changes. (Braun et al., 2012)
Recommended Changes and Kotter's 8-Step Change Management Model
Create a Sense of Urgency
Actions: In Kotter's model, the first step is to create a sense of urgency by highlighting market pressures, competition, and the advantages of early adoption, motivating employees to embrace change (Kotter & Cohen, 2012). Mr. Barber can underscore the urgency of adopting virtual assistants (VAs) by presenting data on competitor strategies. Share case studies of other businesses successfully integrating VAs to illustrate the benefits.
Executives of Resistance: Communicate the proposed changes, rationale, and potential benefits to employees. Multiple communication channels (e.g., email, meetings, newsletters) convey the message effectively. Address concerns directly and empathetically, using data and real-life examples to demonstrate the advantages of the changes (Paton & McCalman, 2008).
Establish a Supporting Alliance
Actions: Assemble a diverse group of influential individuals from various departments to lead change efforts, ensuring broad representation. Ensure the alliance includes employees who have adapted and successfully worked with VAs (Kotter & Cohen, 2012). Enable this alliance to assume responsibility for imparting and executing changes.
Executives of Resistance: Employees can voice their opinions and ask whether they are alliance members. "How confident are you in delegating tasks to VAs?" is one example. Alternately, "What additional assistance do you need to work effectively with VAs?" According to Paton & McCalman (2008), Chittenden can distribute surveys to encourage participation, transparency, and employee input from workers who might feel uncomfortable speaking in a social setting (Paton & McCalman, 2008).
Participate in focus groups with members of various teams to gain a deeper understanding of concepts and themes that emerge from the initial surveys and workshops. The staff's most important values and goals can be quantified using these tools (Paton & McCalman, 2008). This will highlight the obstacles to change and develop strategies to address them. The alliance role models will then demonstrate the positive effects of the change.
Strategic Vision and Initiatives
Actions: Chittenden will create a new statement of purpose mirroring the organization's fundamental beliefs and long-term objectives. Announce the new mission statement via company-wide meetings, emails, and internal newsletters (Cameron & Green, 2019). Newsletters can help keep the company's values at the forefront of the culture by featuring employees who regularly live up to the mission statement. Also, the organization will develop strategic initiatives, such as integrating virtual assistants and improving customer service with employees. This will effectively communicate the vision to all employees and train the workforce to support and encourage participation (Kotter & Cohen, 2012).
Executives of Resistance: Conduct workshops or brainstorming sessions to gather employee input and feedback. Provide regular updates on the initiatives' progress and how they benefit the organization (Cameron & Green, 2019).
Recruit a Volunteer Army Goal
Actions: Start a campaign to find enthusiastic volunteers for the change vision (Kotter, 2012). Provide employees with opportunities to participate in pilot programs (Cameron & Green, 2019). Collect and act on their feedback to make necessary adjustments and show their input is valued. Ensure that leadership is visibly supporting and participating in the campaign.
Executives of Resistance: Early adopters and volunteers must receive sufficient recognition and public support to encourage others to join (Creasey, 2024).
Eliminate Barriers to Action
Actions: The first step is assessing obstacles, such as resistance to VAs or outmoded procedures (Kotter, 2012). Implement training programs to boost confidence and skills when working with VAs. In addition, review existing processes and seek to simplify workflows.
Executives of Resistance: Offering constant help and assets to workers confronting hardships is fundamental. Involving criticism circles to distinguish and address new hindrances as they emerge keeps up with force.
Short-Term Wins
Actions: Identifying and implementing quick wins that demonstrate the advantages of change is essential (Kotter, 2012). Communicate accomplishments with the organization using various communication channels (meetings, quarterly newsletters.
Executives of Resistance: Demonstrating success is significant and connected to the more extensive change that constructs trust and believability among doubters.
The Goal Objective is to Maintain
Actions: Frequently setting new, more significant goals will maintain progress, energy, and commitment (Kotter, 2012). Examine progress regularly and adjust strategies as necessary. Example: Mr. Barber can introduce quarterly objectives for VA reconciliation and track progress against these objectives, commending accomplishments and tending to difficulties as they emerge.
Executives of Resistance: Providing ongoing training and development opportunities keeps skills current. It is essential to foster a culture of innovation and continuous improvement (Paton & McCalman, 2008). Building employee trust and buy-in can be facilitated by reviewing feedback regularly and demonstrating that it results in concrete changes (Hiatt, 2006).
Institutional Evolution
Actions: The new mission and values are coordinated into all parts of the business, guaranteeing that the progressions become a highly durable piece of the hierarchical culture (Kotter, 2012). Create procedures and policies that encourage new ways of working.
Executives of Resistance: Customary correspondence and initiative support are essential to build up the changes. Any lingering resistance can be addressed by monitoring the long-term adoption of changes through metrics and feedback (Hiatt, 2006).
Conclusion
Chittenden Group Insurance can successfully navigate the transitional phase using a structured change management model like Kotter's 8-Step Model (Kotter, 2012). The organization can achieve its vision of supported development, enhanced cooperation, and a defined mission by proactively addressing obstruction and involving representatives in the change cycle (Paton & McCalman, 2008). Thanks to this comprehensive strategy, the company will continue expanding, maintain its strong community presence, and adapt to the shifting insurance landscape.
Figure 1.0 Chittenden Insurance Group's proposed budget per recommended changes within Kotter's 8-Step Change Management Model
(MindTools | Home, n.d.) 
Reference
Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2015). Human resource management in public service: Paradoxes, Processes, and Problems. SAGE Publications, Incorporated.
Braun, S., Wesche, J. S., Frey, D., Weisweiler, S., & Peus, C. (2012). Effectiveness of mission statements in organizations – A review. Journal of Management & Organization, 18(4), 430–444. https://doi.org/10.5172/jmo.2012.18.4.430
Cameron, E., & Green, M. (2019). Making sense of change management: A Complete Guide to the Models, Tools, and Techniques of Organizational Change.
Creasey, T. (2024, May 28). The ADKAR model when change management. Tim Creasey. https://www.prosci.com/blog/applying-the-adkar-model-when-change-management-is-new
Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci.
Kotter, J. P. (2012). Leading change. Harvard Business Press.
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life Stories of How People Change Their Organizations. Harvard Business Press.
MindTools | Home. (n.d.). https://www.mindtools.com/a8nu5v5/kotters-8-step-change-model
Paton, P. R. A., & McCalman, J. (2008). Change management: A Guide to Effective Implementation. SAGE Publications Limited.
