Creating the vision of change and communicating it with strength and clarity helps foster added support by the selected coalition. Complacency (Kotter, 2001, p.40) has set in with the organization and the majority of the employees so this would be the first obstacle for the coalition to conquer by developing a compelling vision. This report will look at developing a vision for a change initiative. It will also look at the guiding coalition and why these individuals were selected to be part of this vision.
Some of the best human resource tools available are communication and teamwork. One needs to understand the importance of a guiding coalition within the organization that responds to manage and communicate change. Creating the guiding coalition, which is stage two of Kotter's Eight-Stage Change Process of Creating Major Change, is to simply put together a group of individuals that can lead. Once this group is created, the next step would be for them to work as a team.
Nevertheless, an effective team requires a diversity of views and voices and the ability to communicate. "Communication comes in both words and deeds" (Kotter, 1996, p 10) and should be communicated as such, "Nothing undermines change more than behavior by an important individual that is inconsistent with verbal communication." The individuals determined to be part of the coalition are the dean, associate vice president, several vice presidents and media. These individuals are chosen because their buy-in is essential for overall change to take place. Without the support of these specific individuals the communication that has to be direct and specific would be lost.
These are the right individuals because they have the power to initiate change and believe that change is sometimes needed for the good of the department. Kotter, 1996, describes the four...