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I have already written the general content of this project, and I need you to help me modify and polish it according to the requirements.[Last Name] 1 [Last Name] 2 [Your Name] [Instructor Name] [Course Number] [Date] Personal Change Project: [Subtitle] [Research papers that use MLA format do not include a cover page unless requested by your instructor. Instead, start with the information shown. Do not bold the title or use all capital letters. Capitalize the first and last words of the title, and all principal words. If your paper includes a subtitle, separate it from the title by a colon and space, as shown. For more specific guidance on capitalization, see the MLA Handbook for Writers of Research Papers, 7th Edition (MLA 7th Edition).] [All text—including titles, quotations, notes, and list of works cited—uses double line spacing. Body text and note text use a half-inch first-line indent. The list of works cited uses a half-inch hanging indent. 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Print.Your personal change project - apply Kotters Change model to your life. (part 1) Apply Kotters Change model to your life. This will serve as a first draft to your Personal Change Paper.  Each student will post about their proposed change. In this step, students will describe the change and explain Why is it important to you? (Purpose), What will be different? (Outcomes), and How they can change and influence the context and build coalitions to reach the goal (Process). Remember that this is the change that you want to monitor for the next four weeks. Students will apply the first 2 steps of Kotter’s 8-step change model. The grading in this week is counted towards the discussion forum (15 points for post, 5 points for peer reply). Aim for content between 350-500 words in your initial post.  1. Describe the change you want to make: What is the change, how does your plan look like to translate the desired change to action, and what do you want the outcome to be? 2. Then use step 1 and 2 of Kotter’s 8-step change model and apply them to your change. Furthermore, any information from the readings that you think may be helpful to manage change is good to link to your personal change.  For example: Step 1 Sense of Urgency: If your overall goal is to have an exercise routine within the next four weeks, your argumentation could be: “My motivation to get fitter is to be able to carry by baby around without getting to exhausted / to build a strong core and prevent back pain and thus lower any medical bills in the future”. These are examples, but you need think about the  why  (If you want to learn more about this concept, here is a neat TED Talk: https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en) and explain, based on the readings the urgency of this change. Lastly, also explain what would happen if you would not create a sense of urgency. Step 2 Build powerful coalitions: Think about how can you transfer this concept from the organizational context to your life? Who are the buy-ins? Who can be your ally? Your children? Your partner (maybe if your goal is to lose weight, they need to stop having cake in the house)? Or is it solely you? You may want to explain other ways you can build powerful coalitions - ways that give you accountability: create a blog and document it? Who can you enlist to be on your team? Who is the right person to help and who can demonstrate teamwork? For example, someone who has undergone such transformation? Someone who has undergone such a process and can help you? A coach? Who is someone you can trust? Who could be someone who can be your cheerleader? Think outside the box 📦. Lastly, also explain what would happen if you would not have your coalitions to make the change. The change I would like to make: The change I want to make in my life is to get rid of the bad habit of laziness and decadence. I used to be a self-disciplined person. In order to lose weight, I insisted on eating no starches foStudents will submit a paper (maximum 3 pages double spaced, paragraph style, Times New Roman 12 – Template provided in Assignment folder on iLearn) detailing their key learnings about implementing this change and their applicability to implementing organizational change. In this discussion students need to integrate ideas from the course and discuss at least 4 steps from Kotter’s model. Reflection should also include how this structured model helped, and in which way it did not, how the process in general went and their awareness of their emotional reactions to the change. Please read very carefully through this. As try can see, I expect you to tie your personal project to the organizational setting. To make it even easier for you, I am proving you my grading rubric which explains exactly what is required for each category. I look forward reading your papers over the break.  Criteria Exceeds expectations (135 – 150 points) Meets expectations (115 – 135 points) Needs improvement (90 – 115 points) Depth of Reflection     Response demonstrates an in-depth reflection on, and personalization of, the theories, concepts, and/or strategies presented in the course materials to date. Viewpoints and interpretations are insightful and well supported. Clear, detailed examples are provided, as applicable. Each question or part of the assignment is addressed thoroughly (Using of Kotter’s model; applicability in the organizational context, awareness of own emotions to change). Response demonstrates a general reflection on, and personalization of, the theories, concepts, and/or strategies presented in the course materials to date. Viewpoints and interpretations are supported.  Appropriate examples are provided, as applicable. Each question or part of the assignment is addressed (Using of Kotter’s model; applicability in the organizational context, awareness of own emotions to change).   Response demonstrates a minimal reflection on, and personalization of, the theories, concepts, and/or strategies presented in the course materials to date. Viewpoints and interpretations are unsupported or supported with flawed arguments. Examples, when applicable, are not provided or are irrelevant to the assignment. Some questions or parts of the assignment are not addressed (Using of Kotter’s model; applicability in the organizational context, awareness of own emotions to change).  Structure   Writing is clear, concise, and well organized with excellent sentence/paragraph construction. Thoughts are expressed in a coherent and logical manner. There are no more than three spelling, grammar, or syntax errors per page of writing. Writing is mostly clear, concise, and well organized with good sentence/paragraph construction. Thoughts are expressed in a coherent and logical manner. There are no more than five spelling, grammar, or syntax errors per page of writing. Writing is unclear and/or disorganized. Thoughts are not expressed in aPublished by Soundview Executive Book Summaries, P.O. Box 1053, Concordville, Pennsylvania 19331 USA ©2002 Soundview Executive Book Summaries • All rights reserved. Reproduction in whole or part is prohibited. Real-Life Stories of How People Change Their Organizations THE HEART OF CHANGE THE SUMMARY IN BRIEF If you’ve ever tried to change anything, you know how hard it is. How do you go about getting your message across to truly change people’s behavior? While most companies believe change happens by making people think differently, that isn’t the case. Instead, according to John Kotter and Dan Cohen, change happens when you make people feel differently. You have to appeal more to the heart than the mind. In this summary, you will learn about a new dynamic — the “see-feel- change” dynamic that fuels action by showing people potent reasons for change that spark their emotions. Built around the eight steps of change first introduced in Kotter’s bestseller, Leading Change, The Heart of Change gives straight advice on successful change — and true stories of companies making change happen. Concentrated Knowledge™ for the Busy Executive Vol. 24, No. 11 (3 parts) Part 1, November 2002 • Order # 24-26 CONTENTS The Heart of Change Page 2 Increase Urgency Pages 2, 3 Build the Guiding Team Pages 3, 4 Get the Vision Right Pages 4, 5 Communicate For Buy-In Page 5 Empower Action Pages 6, 7 Create Short Term Wins Pages 7, 8 Don’t Let Up Page 8 Make Change Stick Page 8 By John Kotter and Dan Cohen F IL E : H A N D S -O N M A N A G E M E N T ® What You’ll Learn In This Summary In the following pages, you will learn about: ✓ The Heart of Change: Why people succeed and why they fail at large scale-change and how you can use an eight-step path to success. ✓ The Need for Urgency: You will see why you must raise feelings of urgency so that people start telling each other “we must do something.” ✓ Building the Guiding Team That Gets the Vision Right: You need the right group of people with the right vision to start the change process. ✓ Communicating for Buy-in: You will send clear messages about change and remove barriers to those changes. ✓ Creating Early Wins and Not Letting Up: You will see why creating an early win is important and why you have to keep momentum up. ✓ Making Change Stick: You will learn how to change your organization’s culture so that change will stick. The Heart of Change People change what they do because they are shown a truth that influences their feelings. This is especially so in large-scale organizational change, where you are dealing with new technologies, cultural transformation, globalization and e-business. In an age of turbulence, when you handle this reality well, you win. To understand why some organizations are leaping into the future more successfully than others, you need first to see the flow of effective large-scale change efforts. Change is an eight step process that few handle well. T