Kotter Change Management Model
Watch the Kotter Change Management Model video for help getting started on this assignment.
Introduction
Using your approved company, apply Kotter’s eight steps of change management to an HR situation you have selected for change. You will address all eight of the Kotter steps, developing an action plan for each step. Use a tablet, smartphone, laptop, desktop, or traditional video recorder to record a maximum of a 5–7-minute dynamic video on the topics detailed below. Alternatively, you may submit a 4–6-page paper instead of the video submission.
Instructions
Prepare and present a video that is a maximum of 5–7-minutes or write a 4–6-page paper in which you:
Ascertain how each of the steps applies to your specific organization.
Develop a strategy that illustrates how you would address each of the eight stages of change:
Establishing a sense of urgency.
Creating a coalition.
Developing vision and strategy.
Communicating the vision.
Empowering broad-based action.
Generating short-term wins.
Consolidating gains and producing more change.
Anchoring new approaches into the culture.
Use at least four quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources.
If you choose to submit a video presentation, please also submit a one page summary of your presentation.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.
The specific course learning outcome associated with this assignment is:
Develop strategies for managing human resources changes based on a change management model.
b. BPD should consider implementing the Massachusetts Screening Tool for Law Enforcement (MASTLE): an objective, validated screening instrument that is designed to assist police officers in making the decisions identified above. The MASTLE can be accessed for implementation at no cost. Limited training and technical assistance from the tool’s developer, the National Youth Screening and Assessment Project, may also be available to support implementation.
c. DJS should consider amending its practice of screening all youth who appear at the BCJJC for detention admission using the Detention Risk Assessment Instrument, even youth who will ultimately be diverted prior to DJS referral through the BPD Diversion Program. This will limit young people’s exposure to the detrimental impact and collateral consequences associated with generating unnecessary DJS and court records.
d. BPD should develop a training and messaging strategy to increase officer knowledge and understanding of new policies and protocols for interacting with youth, the purpose of the juvenile court system, details of juvenile justice process, and the purpose of secure detention. Clear and consistent messaging for officers will help to mitigate the obdurate frustration that officers reportedly experience when they perceive that young people are not being held accountable by the system.
e. Conduct a case processing analysis of adult-charged youth in detention to identify why time spent in detention for these youth has doubled from 2014 to 2018 and develop policies and programs to address the causes of delays.
2. Programs and Conditions
a. The City should partner closely with DJS and the Baltimore JDAI Oversight Board to assess the continuum of Secure Detention Alternative established by DJS and the extent to which it meets existing needs.
b. The City and its appropriate offices and agencies should partner with DJS to identify additional programs for youth in detention, in particular youth charged as adults, that can help young people build skills and connections that will help them succeed following release and return to their communities.
c. To the extent that there are gaps in the existing Secure Detention Alternatives Continuum