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Amber Naslund argues that the purpose of people working in social media in an organization today is to help the entire company bridge the gap from social media to social business.
Below is a change management model used by Pete Abilla in organizational turnaround efforts. According to Kotter, the biggest mistake change practitioners make is allowing too much complacency.
The guiding coalition needs to have enough organizational influence (including positional authority, I’ve found), to pull the change off. The change vision is the picture of what the present will look like – in the future after the change has taken place. If there is no payoff for the change you are working to create until the final end, most people won’t be able to weather the storm.
In 1996, John Kotter rocked the business world with his international bestseller, Leading Change. In fact, without the right culture, the 8 steps can cause more damage than if you had never followed it.
Any military commander can tell you there’s a well-crafted battle plan, and then there’s what actually happens on the battlefield. Basic behavioral psychology shows us that unless a change is universally positive, it will produce an emotional response. And where does an 8-point strategic plan include the space to process the emotions of grief?
Kotter’s plan makes us feel comfortable because we think that we simply have to follow 8 steps in sequential order and then we’ll have our new initiative in place. One of the most insidious beliefs in corporate management is that we can make people do things.
People can drag their feet in all kinds of ways, from being unproductive to outright sabotage.
And if you don’t have strong people you believe in, then you have a much bigger problem than any new initiative. When studying change management, the formula is deceptively simple:  akin to assembling IKEA furniture, complete with iconographs and pre-packaged tools.
Conversely, most executives and management already see themselves as “being the change” they desire for the organization. Without an equally powerful examination of the human factor, and a robust approach that INCLUDES the human condition, change management is dead in the water. Their next half-day intensive is being held on November 19, 2014 in Vancouver at the Vancouver Club. Learn more about this transformative event and unique marketing partner opportunities.

I learned more about myself in one day then in 3 months of therapy, and have a solution to change.
Vik took us to the cutting edge of education and invited us to do the same in our classrooms. Our methodology has you discover "what's in the water" of your culture so that you articulate your own cultural paradigm as a tangible asset that is immediately put to use.
Our competitive framework is Change Management, Organizational Development, Leadership Development, and Strategic Planning, and we don't do any of those things in the way you've previously seen them done. Clients regularly say the tools are "simple, practical, and profound" and they find themselves immediately in action without additional time, money, or resources required.
Our methodology allows you to uncover and master the real issues of communication, relationships, trust, and alignment that limit the effectiveness of those systems.. Our engagements range from one-on-one coaching, to group training, to longer term cultural transformation initiatives. We get you to the sourceThings will NEVER be the same once you discover the true source of your performance: the hidden and taken-for-granted mindset that leads to repetitive conversations, redundant cycles, and linear results. This is a unique website which will require a more modern browser to work!Please upgrade today! Change seems like it should be simple enough – until we experience resistence from people who want things to stay the same.
They not only need to be committed to the change itself, but able to work together as a team to that end. Make continual references to the relationship between new behaviors and organizational success. So what happens if soldiers are handed the plan without the skills or resources to deal with the inevitable situation when the train goes off the rails?  They’re dead in the water. It will provoke denial, anger, resistance, and avoidance before it finally turns to acceptance. It makes no sense, unless one is so focused on the future that they want to forget the past.  That may seem like a good intention, but letting pain remain unprocessed is the equivalent of telling someone in a hospital bed to just get up.
Your people will have lost faith in you, and the board will want to replace you with someone who can “drive it through.” But there was nothing wrong with your leadership. But if you have strong people who care about your company, what might happen if you set them free?
We welcome your comments, discussions and insights as we explore the topic of transforming culture and business.
Many employees, particularly beyond the first layer of leadership, don’t buy your burning platform and your compelling case for change.

It’s designed as an academic, logical exercise in changing THINGS with an offhand nod at the most current and compelling scientific evidence on human behavior.
I do think it is fundamentally different from what much change management literature is saying. Helped me see things that were profoundly impacting all areas of my life in a completely different way. Because of that, when I first discovered John Kotter’s eight stage process for creating major change in a university textbook (and published in his international bestseller Leading Change), I knew I had stumbled onto something incredibly valuable. If you are responsible for creating a major change but do not have enough positional authority, make sure to enlist the influence you need or you’ll likely waste your time. As a rule of thumb, the shorter, more concise and easier to communicate the vision is, the more likely it will be caught. In this stage, it is critical to remove the barriers that impede the change you seek, whether systems, processes or infrastructure.
Once these short-term wins are reached, publicly recognize and reward the people responsible.
That’s what happens and that’s why most transformational efforts either fail or simply have luke warm results. In other words, the only problem with change management is those pesky humans who keep getting in the way! Leaders discover that their organization’s culture shapes and limits all of their well laid plans and they discover how to practically address their culture with real-time actions that produce immediately obvious benefits.
Don’t use wins as an excuse to get sloppy, but to reinvigorate the process with new projects and themes. The 8 steps are an attempt to process people like they are part of a linear supply chain management procedure.
Both the vision and strategy create enormous context for all the decisions that will be made down the line.
The most influential communication is the modeling of new expectations by the guiding coalition.

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