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Kotter’s 8 step change model
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Kotter’s 8 step change model

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A short presentation on Kotter's change management model. Use the links during the presentation

A short presentation on Kotter's change management model. Use the links during the presentation

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Kotter’s 8 step change model Kotter’s 8 step change model Presentation Transcript

  • Leading the change process06/06/13 1Presented ByUjjwal Kumar Joshi
  • Introduction to ChangeManagement Change Management is defined as “the ongoingadjustment of the corporate strategies andstructures to cope up with the changingorganizational objectives.” There exists a direct correlation between managingchange and the success of the business. Following are the widely used Change ManagementModels:1. Lewin’s Change Management Model2. McKinsey 7-S Model3. Kotter’s 8 Step Change Model06/06/13 2
  • Overview of the ModelMake it stickMake it stickDon’t Let-upDon’t Let-upCreate short-term winsCreate short-term winsEnable actionEnable actionCommunication for buy-inCommunication for buy-inCreate a Change VisionCreate a Change VisionBuild guiding teamsBuild guiding teamsIncrease urgencyIncrease urgencyImplementing &sustaining thechangeEngaging &enabling theorganizationCreating aClimate forchange06/06/13 3
  • Introduction Prof. Dr. John Kotter studied the progress of over 100companies during the change situation. In 1995, Prof. Dr. John Kotter introduced 8 steps forleading Change in his book called “Leading Change”. It is an appropriate organizational development tool,providing a three-dimensional linkage betweenindividuals, groups, and the organization. Thus, this model causes change to become acampaign for the change management.06/06/13 4
  • Step 1. Increase urgency Plan and take a action to initiate for the required changes; theactions should be motivating and booming. The state of the organization should be determined beforeconducting this phase as: Complacency False urgency True urgency Strategy that should be adopted are as follows: Explaining and realizing the benefit of change Creating and developing opportunities for the users Clear communication and information procedure Convincing the major supporting groups and motivating them. Value creating and inspiring proposal for the change06/06/13 5
  • Step 2. Build guiding teams Guiding teams must be formed so that the activities such asDeveloping Vision, Communication and so on can be performed. Effective team must be constructed and trust should be developedbetween the team members. Strategies that should be followed are: The team as a whole should reflect enough Power so that those leftout cannot block progress. All relevant viewpoints should be represented so that informedintelligent decisions can be made with strong trust and commitment. The group should be seen and respected by those in the firm so thatthe group can enhance their credibility. Recognize the opportunities and build the capacity of leading thechange.06/06/13 6
  • Step 3. Create a Change vision Gives an appropriate feel of understanding the reason for thechange. Vision must be focused, flexible and easy to communicate. Strategies to develop the vision are: They convey a clear picture of what the future will look likeand should be imaginable Stakeholders should show interest with high desirability The goal should be realistic and attainable for the vision It should be focused and proper enough for providingguidelines for decision making process. Vision should be flexible with the space of expansion as perrequirement. They should be easy to communicate and can be explainedquickly.06/06/13 7
  • Step 4. Communication for buy-in The developed vision, as it is updated, must becommunicated among the members. Strategies for the communication of the vision are: Communication should be done in simple and formallanguage which should be understandable and usable. It should be vivid using verbal pictures which is more worthythan a thousand words – use metaphor, analogy, andexample. Ideas should be able to be spread by anyone to anyonebecause there are various parties to whom it should berepeated again and again. Two-way communication is always more powerful thanone-way communication06/06/13 8
  • Step 5. Enable Action In this step, the guiding teams turns their attention in themitigation of the obstacles that do not support thechange vision. It also involves the investment in the employee for theirmanagerial training and development. Strategies for empowering change action are givenbelow: Hire change leaders to deliver results on the vision Gain consistent feedback, recognize and reward people for theimplementation of change. Determine the compatibility of the change vision with theorganizational structure, performance and other functionalitiesof the organization. Immediate action to remove obstacles that block the change.06/06/13 9
  • Step 6. Create short-termwins A short-term win can be defined as an effective organizationalimprovement that can be achieved within 6 to 18 months. A short-term win must follow following criteria: Its success must be unambiguous It should be visible throughout the organization It should be related with the change effort. Short-term wins are necessary to prevent the loss of momentumand to keep the organization engaged in the change activities. Strategies in order to create short-term wins are as follows: Implement only small changes whose result can be obtained quickly. Select cost effective targets that can be easily obtained. Analyze targets to avoid failure- use pros and cons to determine earlytarget success. Recognize the people who help to meet the targets through therewards.06/06/13 10
  • Step 7. Do not Let up The senior leadership must keep the urgency levelhigh to effect the change using the organizationalpower and the lower level managers must work withthe guiding coalition to identify and remove theunnecessary dependencies and bring the changeproject to the position as it is expected. Strategies to build the change in the organizationare: After successful implementation of the change in theorganization, analyze what worked and what did not. Develop new goals to maintain and continue thechange growth in the organization.06/06/13 11
  • Step 8. Make it stick Senior leadership must work with the guiding coalition and other manager on thefollowing: Identifying the norms and values that support the changes. Ensuring selection, promotion and succession processes according to the newnorms and values of the organization. Modify the reward system aligned with the new norms and values of organization. Provide trainings and development activities to fulfill the skills and competenciesassociated with the changes. Modify and eliminate organizational processes and procedure that does notsupport the changes. Strategies to stick the changes in organization are: Conduct a discussion program with the employees about the progress timely. Explain the importance of change ideals and values when hiring the people andconducting the trainings. Develop new policies and processes that reinforce the value of change.06/06/13 12
  • Benefits06/06/13 13
  • Limitations06/06/13 14
  • ApplicationManager Leader Set Objectives Organize Motivate Analyze Develop Manpower Motivating and inspiring Aligning people Establish a directionProf. Dr. Kotter suggested some respective functions for change procedures forManagers and Leaders, which is being followed in today’s business. So, thedifferentiation are as follows:06/06/13 15
  • Leadership is very much related to change.As the pace of change accelerates, there isnaturally a greater need for effectiveleadership.----- Prof. Dr. John Kotter06/06/13 16