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Kotters eight step model of Organizational Change - Organizational Change and Development - Manu Melwin Joy

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30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.

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Kotters eight step model of Organizational Change - Organizational Change and Development - Manu Melwin Joy

  1. 1. KOTTER’S EIGHT STEP MODEL Approaches to Managing Organizational Change
  2. 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
  3. 3. KOTTER’S EIGHT STEP MODEL • 30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail. • Why do they fail? • Because organizations often do not take the holistic approach required to see the change through. • However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
  4. 4. KOTTER’S EIGHT STEP MODEL • In “Leading Change” (1996), Dr. John Kotter outlined an 8-Stage Process to Creating Major Change:
  5. 5. Step 1: Create Urgency • Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving. • Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. • What you can do: – Identify potential threats, and develop scenarios showing what could happen in the future. – Examine opportunities that should be, or could be, exploited. – Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
  6. 6. Step 2: Form a Powerful Coalition • Bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. • Once formed, your "change coalition" needs to work as a team. • What you can do: – Identify the true leaders in your organization. – Ask for an emotional commitment from these key people. – Work on team building within your change coalition. – Check your team for weak areas.
  7. 7. Step 3: Create a Vision for Change • Link ideas and concepts to an overall vision. • A clear vision can help everyone understand why you're asking them to do something. • What you can do: – Determine the values that are central to the change. – Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization. – Create a strategy to execute that vision.
  8. 8. Step 4: Communicate the Vision • Communicate the vision more frequently and powerfully, and embed it within everything that you do. • Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone's minds, they'll remember it and respond to it. • What you can do: – Talk often about your change vision. – Openly and honestly address peoples' concerns and anxieties. – Apply your vision to all aspects of operations – from training to performance reviews. – Tie everything back to the vision.
  9. 9. Step 5: Remove Obstacles • Put in place the structure for change, and continually check for barriers to it. • Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward. • What you can do: – Identify, or hire, change leaders whose main roles are to deliver the change. – Recognize and reward people for making change happen. - Identify people who are resisting the change. – Take action to quickly remove barriers (human or otherwise).
  10. 10. Step 6: Create Short-term Wins • Create short-term targets – not just one long-term goal. • Each "win" that you produce can further motivate the entire staff. • What you can do: – Look for sure-fire projects that you can implement without help from any strong critics of the change. – Don't choose early targets that are expensive. – Reward the people who help you meet the targets.
  11. 11. Step 7: Build on the Change • Each success provides an opportunity to build on what went right and identify what you can improve. • What you can do: – After every win, analyze what went right and what needs improving. – Set goals to continue building on the momentum you've achieved. – Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
  12. 12. Step 8: Anchor the Changes in Corporate Culture • Make continuous efforts to ensure that the change is seen in every aspect of your organization. • It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in. • What you can do: – Talk about progress every chance you get. - Include the change ideals and values when hiring and training new staff. – Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

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