American Redcross

Abstract
The paper reviews the American Red Cross organization to identify the areas that might need improvement. Further, the 8-step change model designed by Kotter is applied to develop an implementation plan for the change. The paper outlines each step and emphasizes the most important aspects of each step as well as specific recommendations that could potentially improve the efficiency of the Red Cross organization’s operations.

American Red Cross: Change Scenario
In the humanitarian arena, non-profits face daunting challenges, demanding adaptability, innovation, and responsiveness to crises. Rooted in biblical compassion, organizations like the American Red Cross embody the call to serve amidst adversity. Yet, amidst its noble endeavors, the Red Cross faces challenges from evolving disaster landscapes and funding dynamics. Hence, Kotter’s 8-step model could help develop and implement a plan for improving disaster response. As Ecclesiastes 4:9-10 reminds us, “Two are better than one . . . for if they fall, one will lift his fellow” (English Standard Version Bible, 2001). Through strategic visioning and coalition-building, the Red Cross aims to uplift communities in their time of greatest need.
American Red Cross Review
One of the most challenging industries to work in is, in my opinion, the non-profit industry in the humanitarian sector. The organizations that operate within this industry can face various challenges because of the unpredictable and often uncertain nature of the environments they work in. In addition, these organizations carry a very important mission, and sometimes, they are the only hope for people in critical situations. Hence, non-profit organizations in the humanitarian sector have to implement innovation and develop adaptability and responsiveness to address the growing needs of communities that face crises effectively. Furthermore, non-profit organizations have to be able to navigate the complex socio-economic, environmental, and political factors to deliver their services promptly and efficiently.
The American Red Cross is one of the most renowned and largest non-profit humanitarian organizations. Founded in 1881, the American Red Cross has a rich history of providing disaster relief, emergency assistance, blood donations, health and safety training, and support to military members and their families (Cordero, 2021). To deliver its services and uphold the highest standards of performance, the American Red Cross has developed a vast network of volunteers, staff, and partners both in the United States and internationally (Cordero, 2021). At the same time, the variety of challenges that the organization addresses include emergencies and disasters such as hurricanes, earthquakes, wildfires, public health emergencies, and humanitarian crises (Hamilton, 2005).
Regardless of the extensive reach, years of experience, some of the best personnel involved, and legacy, the American Red Cross always strives to improve. In addition, the issues that the organization has to deal with have no universal template to address successfully. Therefore, the American Red Cross has to constantly adapt and develop to provide its services successfully (Hamilton, 2005). In recent years, the organization has encountered difficulties in effectively responding to the increasing frequency and severity of disasters exacerbated by climate change and urbanization (BouChabke & Haddad, 2021). Additionally, the organization is reliant on some inconstant inputs such as partners’ investment, the availability of donors, and unstable fundraising dynamics. Some of the other factors from the external environment include dynamic changes in technology, which might enhance organizational efficiency and service delivery. Hence, the American Red Cross has to constantly embrace different changes and integrate new technologies into its operations to remain effective and true to its mission.
The one identified area that requires urgent change within the American Red Cross is its preparedness and response to disasters. The world is facing unprecedented times where, due to disruptions in supply chains, wars, and environmental issues, millions of people are facing the adversities of humanitarian crises (BouChabke & Haddad, 2021). As a result, the American Red Cross needs to adapt its strategies to meet the evolving needs of disaster-affected communities across the world. This would require improving coordination, scalability, and effectiveness in delivering essential services like shelter, food, medical care, and psychosocial support. In addition, growth in demand for the services of humanitarian organizations requires them to diversify their revenue streams further and implement various innovations that would increase their efficiency. This is imperative in achieving much-needed financial sustainability in the long-term perspective. Therefore, to implement such a broad number of changes, an implementation plan must be developed by using Kotter’s 8-step model.
Plan Implementation
Implementing change within the American Red Cross using Kotter’s change model involves a systematic approach to address the organization’s challenges and drive transformation in disaster response and community support. First, the organization needs to establish a sense of urgency. This could be done by preparing a series of meetings and presentations, which communicate the relevant data and statistics on disaster trends, highlighting the need for more efficient action and the impact of inaction. The expected result of this is the opening of the dialogue with volunteers, donors, and community partners. In order to make the presentations more impactful, it is important to back up the data with real-life stories and examples that would illustrate the importance of change and inspire collective action.
The second step of Kotter’s 8-step model is creating a guiding coalition (Kotter, 2012). For the American Red Cross, this would mean assembling a diverse group of stakeholders that would share the vision for the change. Depending on the project, this team might include staff members, leaders, influencers, government agencies, board members, volunteers, and corporate partners who could contribute their expertise and resources to the change implementation (Wheeler et al., 2013). Useful actions in this step would include a definition of member roles and responsibilities. In addition, regular communication within a coalition should be established to build trust and motivation within the group of interested stakeholders.
After creating a guiding coalition, the organization should develop a clear vision of change and the strategy for its implementation (Kotter, 2012). In the case of the American Red Cross, the vision should emphasize its commitment to innovation, efficiency, and community resilience in cases of various disasters. In terms of strategic objectives, they should address key areas such as disaster preparedness, response, recovery, and fundraising diversification.
The fourth step in Kotter’s change management plan is communicating the change vision (Kotter, 2012). This step is important as it allows us to predict and manage the possible resistance to change, skepticism, or misinformation. Therefore, the change plan should be communicated clearly on all levels, and managers of various seniority should hold meetings and discussions with their subordinates to ensure that they are involved and address all their possible concerns. Building trust, fostering transparency, and soliciting feedback are critical for maintaining stakeholder engagement and momentum throughout the change process.
After the change plan is communicated to all people who would be implementing this change, it would be important to empower these people to actively participate in the change process (Kotter, 2012). This would create a culture of collaboration within the American Red Cross, which is already developed, but every new change must be integrated into this. Due to the complex nature of each disaster case, the teams should be cross-sectional to ensure that perspective from each aspect of the American Red Cross services is included. Furthermore, the change implementation might require additional training of the staff, which is an essential part of this step.
The sixth step of the change implementation plan is generating short-term wins (Kotter, 2012). Short-term wins are created by setting short-term goals. In that regard, the SMART framework should be utilized to ensure that the goals are specific, measurable, achievable, relevant, and time-restricted (Tang, 2019). Some of the metrics might include increased volunteer engagement, improved response times to disasters, enhanced community partnerships, or greater fundraising efficiency (Wheeler et al., 2013). By celebrating this short-term achievement, the organization could foster more motivation, confidence, and positivity in the success of the change implementation.
As the successes get more frequent, the organization should consolidate gains from them and produce more change (Kotter, 2012). For the American Red Cross, this would involve scaling up innovative programs while addressing resistance, risk management, and adapting to the evolving needs of the disaster-affected communities. The organization should provide opportunities for stakeholders of change to reflect on their experience and achievements and identify the best practices for increasing disaster resistance. In addition, the team should evaluate whether transparent communication with the disaster-affected communities is established to ensure that all their needs are communicated to the organization and what further changes the American Red Cross needs to implement to help the communities even better.
Finally, the changes implemented should be anchored in the culture of the American Red Cross (Kotter, 2012). This would ensure a long-term impact on the adaptability, resilience, and community engagement within an organization. In addition, the progress that is made in terms of improved communication within the organization, leadership, commitment among the stakeholders, and newly developed networks should be integrated into the culture of the organization. By aligning organizational culture with strategic priorities, the American Red Cross cultivates a sense of purpose, belonging, and collective responsibility, enabling it to navigate challenges and seize opportunities for positive impact in communities affected by disasters.
Conclusion
In conclusion, the American Red Cross is true to its mission to alleviate suffering and provide hope to communities in crisis. By embracing the principles of Kotter’s change model and anchoring its efforts in a culture of collaboration, resilience, and compassion, the organization is poised to usher in a new era of transformative change. Through strategic visioning, coalition-building, and commitment to innovation, the Red Cross could navigate the complexities of disaster response and emerge as an example of resilience and solidarity in the face of adversity. By uniting the efforts of all the staff, volunteers, and stakeholders, humanitarian organizations can uplift communities in their time of greatest need.

 
References
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