This document provides an overview of Kotter's 8-step change model for managing organizational change. It begins with an introduction to change management and discusses why managing change is important. It then describes each of Kotter's 8 steps in detail: 1) create urgency, 2) form a coalition, 3) create a vision, 4) communicate the vision, 5) empower action, 6) create short-term wins, 7) build on change, and 8) anchor changes in the culture. For each step, it provides strategies for implementation and discusses potential pitfalls. Overall, the document serves as a guide to applying Kotter's model in an organizational change effort.
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
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.
What Is Change?
Define organizational change.
Explain how managers are affected by change.
Forces for Change
Discuss the external and internal forces for change.
Contrast internal and external change agents.
Two Views of the Change Process
Contrast the calm waters and white-water rapids metaphors of change.
Explain Lewin’s three-step model of the change process.
Discuss the environment that managers face today
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
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.
What Is Change?
Define organizational change.
Explain how managers are affected by change.
Forces for Change
Discuss the external and internal forces for change.
Contrast internal and external change agents.
Two Views of the Change Process
Contrast the calm waters and white-water rapids metaphors of change.
Explain Lewin’s three-step model of the change process.
Discuss the environment that managers face today
Managing change in organizations can be daunting. This article provides a quick and precise look for students, Leaders and managers into two main theories of transforming their work place using the two main change theories by Kurt Lewin and John Kotter
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
Managing change in organizations can be daunting. This article provides a quick and precise look for students, Leaders and managers into two main theories of transforming their work place using the two main change theories by Kurt Lewin and John Kotter
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
A Comparison of Five popular Models for Managing Business Changejehovah
Organizational change management (OCM) is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. That is easier said than done.
Nevertheless, there are many management consultants, clinical psychologists and social scientists who have carried out extensive research on the dynamics of change and proposed models and frameworks to understand the same.
We present here a comparison of five popular models. By no means is this list complete. The complexity and unpredictability of human behavior will ensure that the field of change management will continuously produce more frameworks to study and more models to adopt.
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Managing Organizational ChangeChange Management Plan March.docxlashandaotley
Managing Organizational Change
Change Management Plan
Marchello Williams
1
Set of steps in the OD Action Research Model
The OD approach involves three stages namely:
Planning actions
Action Phase
Output Phase (Rothwell et al., 2015).
Organizational Change
Almost every aspect of life is insfluenced by change. For businesses it is the only way to grow as well as remaining competitive in the market. Being prepared to accommodate change is very essential for sustainability and efficiency of the organization. This Action plan is based on problem, client and action. The main focus of this approach is to put data into action. This actions involve three stages. Stage one involves numerous planning actions initiated by both the working agent and the client working together. Stage two needs both involvement and collaboration between the people participating. Stage three which is also the final stage produce reflections, analysis, findings as well as conclusions.” Warner Burke’s Action Research Model” is one good example of this model. By utilizing seven stages this model enables clients to realize change. Od practitioners who embrace this model show better skills as mediators, meeting planners, counselors, coaches as well as facilitators.
2
Set of Steps in Appreciative inquiry
This approach involve for phases namely:
Discover
Dream
Design
Deliver (Lewis et al., 2016)
Set of steps in Kotter’s Eight Step Model
This model is made up of eight steps namely:
“Create urgency, Form a powerful coalition, Create vision for change, Communicate the vision, Remove obstacles, Create short term wins, Build on the change, Anchor the change in corporate culture” (Tan, 2016).
Appreciative inquiry involves four phases namely, “Discovery, Dream, Design, and Destiny/Delivery. The completion of these stages result in transformational change, sourced from collaborative inquiry with participants” (Rothwell et al., 2015). Discover is the first step which aims at finding emphasizing and illuminating all factors that have led to the best outcome in a specific circumstances. Dream is the second phase where you collectively and imaginatively have visions of what is possible. In design you develop what should be done as well as what can be done. Destiny is the last phase which involves committing to exploration of delivering, learning and innovating. According to the founder of the Kotters eight step model, neglecting one step can result to a serious fail of the model. Basically this model was developed for the purposes of emphasizing that change is not a process that is quick and simple.
3
Pros and Cons of and Action Research Model
Pros;
Used for collaborative work
Contextual and relevant to particular circumstances
Cons
Not always fully understood and implemented correctly.
Difficult without paper support
Can be viewed as ‘add-on’
Pros and cons of Appreciative inquiry
Pros;
Engage people effectively
Focused on what already works
Cons;
Bottom up approach
Giv ...
The Step to Change ModelCylvania AllenProfessor .docxsarah98765
The Step to Change Model
Cylvania Allen
Professor Brent Smith
LDR/535
06/12/2020
The Step to Change Model
Change is investable and accepting it would help every organization achieve success within and outside the industry of its operation, mainly when constant technological changes are being expressed in the business environment daily.
Step Model Kotter’s 8 of Change is an equipped model in which organizations acknowledging the presence of external and internal forces as attributes of failure and success can use to change their working environment to that of real progress (Appelbaum et al., 2012). Therefore, it is undoubtedly that Kotter's 8-Step Model can be used and applied as a unique plan to instigate change and define an individual purpose for an organization such as Walmart Incorporation. Kotter's Model would greatly help Walmart Inc. flourish today, especially within a competitive environment. Moreover, the Model's steps mainly focus on generating an appropriate environment that can be used as a platform by an organization to accept change, connect it to its changes, and eventually focus on change consolidation and application whenever possible. Thus, the Kotter's 8- Step changes would be used to give subsequent foresight on the areas Walmart Inc. should create change.
Step 1- Creation Sense of Urgency
A corporation like Walmart needs to create a sense of urgency for its employees before establishing any change. According to Kotter's, creating a feeling of urgency for your employees does not imply that an organization should push on asking employees to respond or deliver duties and responsibilities within a speculated time (Appelbaum et al., 2012). Urgency, according to the 8-Step Model of Change, refers to an instant to which Walmart Inc. provides awareness to their staff members about the need for change in the organization. Firstly, incorporating the staff member on the idea of change gives the staff an obligation to the Walmart Company and provides maximum support to the company and its management needs. The concept and process of Kotter's first step must be generated with an act of honesty through a dialogue.
Step 2- Formation of a Powerful Coalition
To achieve a feeling of agency in Walmart Inc., there would be a need to build a team that can guide others working in the organization to accept and steer the necessary change process the company is focusing on. Therefore, forming a powerful coalition will contentiously create a team of people who are willing to pull together using the company's resources in the same direction without looking at what they would achieve within the embedded change. However, choosing and selecting a friendly group of people to act within the dominant coalition may become a futile process if the right people are not ready to give their emotional commitment, trust, and teamwork towards the change needed. According to Kotter, the idea of step-2 in the change model is to create a group of .
CHANGE MANAGEMENT REPORT 7
Change Management Report
Student’s name
Institution Affiliation
Date
Introduction
T-Moble, is a 4G LTE nationwide network that aims to deliver outstanding and best wireless experiences to customers who are looking for the best quality and value networks. T-Mobile operates under traditional management approach which is not compatible with being a sustainable organization. For T-Moble to remain competitive in the developing wireless industry, a change in a continuous process improvement culture is necessary. The management wants to explore integrating a corporate social responsibility program as their initial stage to becoming a sustainable organization. The CEOs can use Kotter’s model to carve a path of vision and focus for the 50,000 employees it employ’s. .Associations must arrangement for change keeping in mind the end goal to stay applicable in their industry. Anticipating change begins with a dream of what the organization might want to accomplish later on. Extend objectives must be characterized to take after change administration goals. The following stride is the proposed activity arrange for, which epitomizes the formation of progress. When thoughts are supported, a built up strategy for estimation ought to take after. John Kotter presented the "Kotter's 8 stage change model" to enhance an association's capacity to change and to build its odds of progress
Kotter’s Change Model Steps
Step 1 – Create a sense of urgency
This first step is making employees aware of the need and urgency for a change, support will be created. This requires and open, honest and convincing dialogue. This convinces employees of the importance of taking action. This could be accomplished by talking with them about potential threats or by discussing possible solutions.
Step 2 – Create a guiding coalition
It is a good idea to establish a project team that can occupy itself with the changes the organization wants to implement. This group manages all efforts and encourages the employees to cooperate and take a constructive approach. This coalition is made up of employees working in different jobs and positions so that all employees can rely on the group and identify themselves with the team members. Because of the open character, the groups can also function as a sounding board, which enables an open communication.
Step 3 – Create a vision for change
Formulating a clear vision can help everyone understand what the organization is trying to achieve within the agreed time frame. It makes changes more concrete and creates support to implement them. The ideas of employees can be incorporated in the vision, so that they will accept the vision faster. Linking the adopted vision to strategies will help employees to achieve their goals.
Step 4 – Communicate the vision
The most important objective of step 4 of Kotter’s 8 step change model i ...
2.The Ultimate Guide for Process Change Management in Business.pdfBelayet Hossain
What does process change management in business mean? Change is inevitable in the modern world and any individual or enterprise that fails to adapt to change, survival is blurry.
https://itphobia.com/the-ultimate-guide-for-process-change-management-in-business/
MHRM587Foundational Model of ChangeManaging change is a .docxannandleola
MHRM587
Foundational Model of Change
Managing change is a complex process. Change does not occur in one great swoop. Few organizations manage the process as well as they would like. In order to make change work, organizations need to follow a process to enhance the probability of success versus just “winging it.” The following model of change provides one useful way to think about creating and implementing organization-wide change.
Basic Change Process Model
Consideration
Stimulus Driving Forces
Pre-Change
Validate Need
Preparation
Commit
Do –Check – Act
Implementation
RESULT
New Normal
Change
Active
Conscious
Culture
Passive
Unconscious
Pre-Change Paradigm
This is the first stage of the change journey.
Without a paradigm that encourages “active searching,” organizations can ignore important early warning signs and wait until a crisis highlights the need for change (i.e., scenario planning)
Make sure you know what is important?
Who is important?
What do they want?
How are you doing?
What could be improved?
Stimulus (Driving Forces) & Assessment
What are the driving forces or antecedents to change—internal and external.
How do these driving forces influence the organization’s business model and force new requirements for success?
Is change really necessary? Deciding the status quo is preferable is a productive learning activity.
Caution #1: What must be guarded against is any denial that any driving forces or stimuli for change exist.
Caution #2: Or when it’s recognized that change is required, the “disconfirming data” may induce anxiety which can obviate the change as necessary
Sound analysis of driving forces is a prerequisite to good change strategy
Validate Need
Establish compelling need for change.
Create a sense of urgency
Begin to create psychological safety
Begin to address the inertia of the existing status quo (resistance to change)
Transformation Leadership key framework in leading change
Preparation
Caution: Avoid premature action without first developing an effective plan for the change
What is the change vision?
What will success look like?
What are the criteria for success?
What resources + administrative support systems will be needed?
What is the timeline for this change?
What kind of change is required? Incremental? Transformational?
Commitment to Act
Is the planned action the most effective and efficient way to deliver the required change?
Begin the “unfreeze” process in the change cycle
Do-Check-Act
(Implementation)
Implementing change is the most challenging aspect of any change effort.
Once the momentum for change has been successfully launched, what is delivered must be effectively managed.
We will introduce several frameworks useful for this purpose during the course:
PDCA Cycle {Plan-Do-Act-Change}
Lewin’s 3-Phase Change Model
Kotter’s 8-Step Model
Nadler’s Congruence Model
McKinsey 7-S Framework + STAR Model
Others
New Normal
As organizational leadership recognizes, rewar ...
OL 663 Milestone Three Guidelines and Rubric
Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s steps
5 and 6 of empowering employees for broad-based action and generating short-term wins, and (b) reflect on what you think should have been done in the
change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 5 and 6.
This milestone will help you build Section II parts E and F of your final project.
E. Enable Action by Removing Barriers
1. Identify the forces, barriers, and hindrances to the organizational change effort, and describe each.
2. How can resistance be recognized? How will you eliminate resistance or mitigate its impact on the implementation of the change plan?
3. Describe actions that will enable and empower employees to help drive the change effort.
F. Generate Short-Term Wins
1. Determine how you will generate short-term wins. How will you reward these wins?
2. What can be gained from short-term wins? Support your response.
Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-
inch margins, and at least three sources cited in APA format.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Change Plan: Forces,
Barriers, and
Hindrances
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Identifies the forces, barriers,
and hindrances to the
organizational change effort
and describes each
Identifies the forces, barriers,
and hindrances to the
organizational change effort,
but does not describe each
Does not identify forces,
barriers, and hindrances to the
organizational change effort
20
Change Plan:
Resistance
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes how resistance can
be recognized and determines
how resistance can be
eliminated or mitigated
Describes how resistance can
be recognized, but does not
determine how resistance can
be eliminated or mitigated
Does not describe how
resistance can be recognized
20
Change Plan: Enable
and Empower
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes actions that enable
and empower employees to
help drive the change effort
Describes actions, but lacks
alignment to enabling and
empowering employees
Does not describe actions 20
Change Plan: Short-
Term
Meets “Proficient” criteria and
supports response with specific
examples that further illustrate
claims
Determines how short-term
wins will be generated and
establishes how these wins will
be rewarded
Determines how short-term
wins will be generated, but
doe ...
Melamchi Drinking Water Project was initiated in Nepal. It was supposed to be completed in between 5 years, but due to many reasons, it is not completed till now. So, it is one of the most unsuccessful project in the history of Nepal.
Economical empowerment project in Namibia in order to eradicate the unemployment opportunities and sexual diseases from Namibia.
I believe that this documents will show the clear life cycle of the Project Hope.
A brief overview of Supply Chain Management including explanation of different types of Stock. This documents contains the brief explanation of Demand and Supply
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
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Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
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The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
1. European Masters in Project Management
Change Management Models
Kotter’s 8 step change Model
Author: Ujjwal Kumar Joshi
Date: May 20, 2013
2. Table of Contents
Introduction to change management----------------------------------------------------------------------------------------------1
Kotter’s 8 step Change Model -------------------------------------------------------------------------------------------------------2
Create a Sense of Urgency --------------------------------------------------------------------------------------------------------4
Form a Powerful guiding Coalition ----------------------------------------------------------------------------------------------4
Create a Change Vision-------------------------------------------------------------------------------------------------------------5
Communicate and share the vision ---------------------------------------------------------------------------------------------6
Enable Action-------------------------------------------------------------------------------------------------------------------------6
Create Short-term Wins------------------------------------------------------------------------------------------------------------7
Do not Let up -------------------------------------------------------------------------------------------------------------------------8
Make It Stick --------------------------------------------------------------------------------------------------------------------------9
Benefits of Kotter’s model------------------------------------------------------------------------------------------------------------9
Limitations of Kotter’s model------------------------------------------------------------------------------------------------------ 10
Application of Kotter’s model------------------------------------------------------------------------------------------------------ 11
Conclusion------------------------------------------------------------------------------------------------------------------------------ 12
References------------------------------------------------------------------------------------------------------------------------------ 13
3. 1
Introduction to change management
The term “Change Management” is a way to describe the approach that the organization uses to apply
control over the changes that are either planned or unplanned. Change occurs continually, whether
beneficial or not so beneficial for the business organization, but the organization has to tackle with those
changing situations. The way how the organization tackles with those changing situations determines the
success and failure of the organization. Moreover, in today’s competitive business world, all the business or
strategic processes of any organization requires changes in order to meet the growing customer’s demand
so, change management is one of the major issue for the business organizations.
Change Management in the organization is defined as “ongoing adjustment of the corporate strategies and
structures to cope up with the changing organizational objectives”. According to the Change Management
Learning Center, a direct correlation exists between managing change and the success of the project or the
business. As stated in the above paragraph that the changes should be dealt properly, all the business
companies tackle the changes by using various change management models. But, among the lists of Change
Management Models, following are the most renowned models most of the companies rely upon:
1. Lewin’s Change Management Model
2. McKinsey 7-S Model
3. Kotter’s 8 Step Change Model.
Change Management plays an important role in any organization since the task of managing change is not an
easy one. Managing change refers to “making a change in a systematic and planned way“. Changes in the
organization or a project can be initiated from within the organization or externally. For example, if a
product is popular among the customers may undergo a change in design based on the triggering factor like
a competitive product from some other manufacturer. This is an example of external factor that triggers a
change within the organization. Managing these changes come under change management.
The change process could also be considered as a problem solving situation. The change that is taking place
could be the result of a problem that has occurred. Problem is a situation that requires some action to be
taken positively to handle that situation. The change process could be considered as a problem solving
action for a particular situation.
Hence, change management plays an important role in an organization. In order to successfully react to
windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology —
a new methodology of change leadership is required.
Organizational change occurs when a company makes a transition from its current state to some desired
future state. Managing organizational change is the process of planning and implementing change in
organizations in such a way as to minimize employee resistance and cost to the organization while
simultaneously maximizing the effectiveness of the change effort.
4. 2
In order to manage and accept the change, the situation must be handled properly by using various Change
management Models. Here, we are going to describe the Kotter’s 8 Step Change Model.
Kotter’s 8 step Change Model
During the 1990’s, John Kotter, a professor at Harvard Business School and world-renowned change expert,
studied the progress of over 100 companies who were trying to “remake” themselves. He found that there
were some general lessons that could be learned about managing change, and in particular how to avoid big
errors. Kotter introduced his findings in his book “Leading Change” in 1995 in 8 steps for leading change.
He investigated over 100 companies trying to make fundamental changes to cope up with a new and
challenging market environment including small and large organizations from Ford and British Airways to
Landmark communication. Among these companies, some were successful and some failed. Dr. John Kotter
determined that the change process involves series of phases that requires a considerable amount of time.
Thirty years of research by leadership expert Dr. John Kotter have proven that 70% of all major change
efforts in organizations fail. He found out the reason for the failure of the organization to adapt the change.
It is because the organizations often do not take the holistic approach required to see the change through.
Thus, Kotter identified eight stages of changes that for managing the change from which a company can be
successful and can achieve lasting sustainable change and business improvements. Hence, this model causes
change to become a campaign for the change management in the business companies. Apart from these 8
steps, Kotter also identified corresponding possible pitfalls for each stage that can spoil the entire change
project. The 8-steps for Kotter’s Change Model are as follows:
1. Establish a sense of urgency
2. Form a powerful guiding coalition
3. Create a vision
4. Communicate and share that vision
5. Empower others to act on the
vision
6. Plan for and create short-term wins
7. Consolidate improvements and
keep the momentum for change
moving
8. Institutionalizing new practices
Fig. Kotter’s 8 Steps Change Model
Make it stick
Don’t Let-up
Create short-term wins
Enable action
Communication for buy-in
Create Vision
Build guiding teams
Increase urgency
Implementing &
Sustaining the
change
Engaging &
enabling the
organization
Creating a climate
for change
5. 3
Kotter asserts that all of these stages must be worked through in order and to completion. Skipping even a
single step or getting too far ahead during the process of managing changing situation without a solid base
almost always creates problems in the business organization. According to Kotter, “Skipping even a single
step may lead to a huge disaster for a company”. Hence, in the table below, Dr. Kotter had given a relative
suggestion in according to the steps for the change management:
Table 1. John Kotter's 8 Change Step Processes
John Kotter's 8 Step Process
Steps Transformation Suggestions
1. Increase urgency Examine market and competitive realities
Identify and discuss crisis, potential crisis, or major opportunities
Provide evidence from outside the organization that change is
necessary
2. Build the Guiding Team Assemble a group with enough power to lead the change effort
Attract key change leaders by showing enthusiasm and
commitment
Encourage the group to work together as a team
3. Create Vision Create a vision to help direct the change effort
Develop strategies for achieving that vision
4. Communicate for Buy-in Build alignment and engagement through stories
Use every vehicle possible to communicate the new vision and
strategies
Keep communication simple and heartfelt
Teach new behaviors by the example of the guiding coalition
5. Empowering or enable
Action
Remove obstacles to the change
Change systems and / or structures that work against the vision
6. Create short term wins Plan for and achieve visible performance improvements
Recognize and reward those involved in bringing the
improvements to life
7. Do Not Let Up Plan for and create visible performance improvements
Recognize and reward personnel involved in the improvements
Reinforce the behaviors shown that led to the improvements
8. Make Change Stick Articulate the connections between the new behaviors and
corporate success
Source: http://www.change-management-blog.com/2009/07/change-model-3-john-kotters-8-steps-of.html
6. 4
Let us describe the eight steps involved in the Kotter’s 8 step change model briefly along with the possible
transformation suggestions and the strategies that could be adopted for the business success below:
Create a Sense of Urgency
The first step for the change process is to make a plan and take action in order to initiate for the required
changes. The proposal for the change process should be accepted by the employees and should agree to
step out of their comfort zones for the realization of change.
Mostly, the task of creating an alert situation seems to be quite difficult because it should be motivating, and
booming the circumstances of the organization with an ultimate situation of maximum participation. It is
mandatory to have 75% agreed support to start this progressive task with mutual understanding among the
employees.
Leaders who understand the importance of a sense of urgency are good at taking the pulse of their
company. It is important to determine the state of the organization in order to adapt the change procedure
for efficiency and effectiveness of the organization.
Complacency –It is a state where people fail to react to signs that action must be taken
False urgency -It is a state of doing unproductive actions leading towards unproductive results, and
eventually, burnout.
True urgency –It is a state of believing in the benefits of the change.
After determining the state of the organization we can create a buzz for the change as per the expectation
and requirement of the change user and developer.
Strategies to create the alert are as follows:
Explaining and Realizing the benefit of the change
Creating and developing opportunities for the user
Clear communication and information procedure
Convincing the major supporting groups and motivating them.
Value creating and inspiring proposal for the change.
Form a Powerful guiding Coalition
Change is one of the most difficult tasks which are needed to be governed by the special force of committee
who can handle it smoothly within the right time and with the expected values. There are different activities
such as developing vision, communicating with required stakeholder, eliminating the key obstacles,
generating short term wins, leading and managing dozens of change projects, and many more in an
organization. This activity is done with the equal participation of different experts who can manage it with
high productivity as per their professionalism.
7. 5
So, in order to get an effective outcome we should form a powerful coalition which must have the right
composition, a significant level of trust, and a shared objective.
It is essential that the team develop a level of trust in one another. This is the reason that makes the team
function well. Constructing the right team and then combining a level of trust with a shared goal in which the
team believes can result in a guiding coalition that has the capacity to make needed change.
Strategy in forming the Powerful Guiding coalition:
The team as a whole should reflect enough Power so that those left out cannot block progress.
All relevant viewpoints should be represented so that informed intelligent decisions can be made
with strong trust and commitment.
The group should be seen and respected by those in the firm so that the group can enhance their
credibility.
Recognize the opportunities and build the capacity of leading the change.
Create a Change Vision
A clearly stated vision gives an appropriate feel of understanding the reason for the entire change. It
simplifies hundreds or thousands of more detailed decisions. This is done to empower the employees and to
motivate them to take action in the right direction. Vision helps to coordinate the actions of different people
with increased efficiency and productivity.
Vision comprises of strategies, plans and budgets that are necessary to create a better future for all of the
enterprise’s stakeholders. To be effective, a vision must take into account the current realities of the
enterprise, but also set goals that are achievable. It is preferable to develop the precise goals with the
constraints of time and budget that can add the value for the organization.
Leader should be conscious that the developed vision is capable enough provide real guidance. It must be
focused, flexible and easy to communicate.
Strategy to develop the change vision:
They convey a clear picture of what the future will look like and 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 providing guidelines for decision making process.
Vision should be flexible with the space of expansion as per requirement.
They should be easy to communicate and can be explained quickly.
8. 6
Communicate and share the vision
Developing vision is not enough to success the change process in the organization. It is necessary to follow
the vision with enough communication among the required members. To be effective, the vision must be
communicated in hour-by-hour activities. The vision will be referred to in emails, in meetings, in
presentations – it will be communicated anywhere and everywhere.
Frequently discussed vision creates positive attitude and clear understanding to choose the correct direction
among the team members .Executives will use every effective communication channel possible to broadcast
the vision.
Strategy for effective communication of the vision:
Communication should be done in simple and formal language which should be understandable and
usable.
It should be vivid using verbal pictures which is more worthy than a thousand words – use metaphor,
analogy, and example.
Ideas should be able to be spread by anyone to anyone because there are various parties to whom it
should be repeated again and again.
Two-way communication is always more powerful than one-way communication
Enable Action
In this step, the senior leadership and the guiding coalition, means a guiding team, turns their attention in
the mitigation of the obstacles that do not support the change vision. The senior leadership and the guiding
coalition need an accurate understanding of the organizational barriers that hinders the implementation for
the change process in the organization. The members of the guiding coalition must understand the pre-
requisite required to implement the change. Thus, with the continuous communication between the other
stakeholders and the guiding coalition, the obstacle that hinders the change effort can be identified and
thus, mitigated. Hence, the organizational processes and structures, procedures and reward system need to
be aligned with the change vision as such Incentives have a profound effect on the capability to achieve the
change vision.
Empowering Action also involves the investment in the employee for their managerial training and
development. It is natural that human beings resist change. Employee and managers can actively or
passively resist change but resistance to change is not predictable. These training and other development
activities not only develop the skills and abilities of the employees required for the change, but it also
provide assistance that the change is the best interest of the employees and the managers. Consequently,
they can adjust the organizational training and other developmental activities and reward system of the
organization to align with the attitudes, skills, abilities and the behavior that are the crucial ingredients for
the change.
9. 7
Strategies for empowering change action are given below:
Hire change leaders to deliver results on the vision
Gain consistent feedback, recognize and reward people for the implementation of change.
Determine the compatibility of the change vision with the organizational structure, performance and
other functionalities of the organization.
Immediate action to remove obstacles that block the change.
Despite these efforts, however, there will be some people, who resist change, even at the managerial
level. These people must be informed to the senior managerial level. Then, the senior managerial level
tries to know the reasons for the resistance and if it is logical, the manager, senior managerial level and
the entire guiding coalition conducts a discussion and chooses the best alternative. Thus, the senior
managerial level involves all the people involved in the change process within the organization.
Create Short-term Wins
A short-term win can be defined as an effective organizational improvement that can be achieved within 6 to
18 months. A short-term win must meet following criteria:
Its success must be unambiguous
It should be visible throughout the organization
It should be related with the change effort.
Generally, the short-term wins are necessary to prevent the loss of momentum and to keep the organization
engaged in the change activities. In the practical world, implementing a major change takes a huge period of
time. Realizing these changes is a challenge. Hence, the senior managerial level and the guiding coalition use
the short-term wins so as to discourage the organizational discouragement with the slow pace to implement
major change, means the short-term wins serves the employee and the managers to follow the vision and
the strategies of the organization.
Similarly, the short-term wins have the ability to gain the support from the organization that shows the
validity of the change vision. Finally, short-term wins have a way of building momentum that turns neutral
people into supporters, and unenthusiastic supporters into active helpers.
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 early target success.
Recognize the people who help to meet the targets through the rewards.
10. 8
Do not Let up
Up to this stage, the organization develops many processes, internal connections and other several inter-
departmental procedures or inter-dependencies as John Kotter states in his book. With the running time,
however, some dependencies are no longer necessary. It requires patience to the stakeholders to know that
the time for such inter-dependencies has passed. Moreover, it also requires involvement of senior
leadership. The senior leadership must keep the urgency level high to effect the change using the
organizational power and the lower level managers must work with the guiding coalition to identify and
remove the unnecessary dependencies and bring the change project to the position as it is expected.
The following quotes from Dr. John Kotter’s book, “Leading Change”, discuss the forms of the continuing
resistances for the important change efforts:
“Irrational and political resistance to change never fully dissipates. Even if you’re successful in the
early stages of a transformation, you often don’t win over the self centered manager who is
appalled when reorganization encroaches on his turf, or the narrowly focused engineer who can’t
fathom why you want to spend so much time worrying about customers, or the stone-hearted
finance executive who thinks empowering employees is ridiculous.”
This quote reflects that in reality it is really difficult for the organizational change. The resistance for the
change may go underground because of the continuous involvement of the senior leadership, but normally it
never disappears completely. Nevertheless, the senior leadership should promote and develop the existing
employees and hire other employees whenever required. The changes process moves forward as it gets the
opportunity. That is why, the short-wins achieved and implementing more changes are the powerful strategy
to encounter these Irrational and political resistance.
According to the John Kotter, following are the outcomes by this step in a successful major change initiative:
More projects being added
Additional people being brought in to help with the changes
Senior leadership focused on giving clarity to an aligned vision and shared purpose
Employees empowered at all levels to lead projects
Reduced interdependencies between areas
Constant effort to keep urgency high
Consistent show of proof that the new way is working
Strategies to build the change in the organization are as follows:
After successful implementation of the change in the organization, analyze what worked and what
did not.
Develop new goals to maintain and continue the change growth in the organization.
11. 9
Make It Stick
The 8th
step outlined by the Dr. Kotter is a critical activity to make sure that the new changes that the
organization has achieved are still continuing. This step anchors the change in the entire organizational
culture. The senior leadership must anchor the change by analyzing the superiority of the new changes and
their benefits to the organization. Senior leadership must work with the guiding coalition and other manager
on the following:
Identifying the norms and values that support the changes.
Ensuring selection, promotion and succession processes according to the new norms 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 competencies associated with
the changes.
Modify and eliminate organizational processes and procedure that does not support the
changes.
Strategies to stick the changes to the organizational daily processes and activities are as follows:
Conduct a discussion program with the employees about the progress timely.
Explain the importance of change ideals and values when hiring the people and conducting the
trainings.
Develop new policies and processes that reinforce the value of change.
Benefits of Kotter’s model
According to the Kotter’s Change Model, companies have to convince the employees to tackle with the
changes in order to survive in the market. Various team building methods must be conducted and all the
processes that undergoes, must be aligned with the proper communication modes between the entities of
the organization. Furthermore, the change vision must be developed and shared with the employees of the
organization. Similarly, the skill developing techniques must be conducted to ensure that the employees are
able to deal with the change activities. An entire change process must be divided into smaller parts to
maintain the dedication of the employees to that change. Finally, these changes must be made permanent
by fitting the change activities into the company’s culture and practices.
Following are the benefits of the Kotter’s 8 step change model:
It is a step by step model, which is easy to follow.
It does not focus on the change itself, but rather the acceptance and preparedness for the change,
which makes the changes easier for the transition in the organizational culture.
12. 10
It acts as an Organizational development tool by providing three-dimensional linkage between
individual employee, team and the organization
It provides a platform to reveal the importance of the stakeholder, leadership, employees in the
organizational level.
Kotter’s model helps to deal with cultural changes, thus helping large and small organization to
perform well in new environment. (Step 8)
Thus, Kotter’s 8 step change model helps organization to be prepared for the changing situations. According
to this model, people are the major asset for any business organization because it describes the importance
of the stakeholders, leadership and employees for the organization. Moreover, Kotter’s model develops the
changing situations into a success by acting as a three-dimensional linkage tool for organizational
development.
Limitations of Kotter’s model
Kotter’s 8 step model was fully elaborated to address “fundamental changes in how the business is
conducted in order to cope with a new and challenging market environment”. This statement implicitly
states a framework in which the model is applicable; therefore, it is not expected to be applicable to all types
of change. Following are the conditions where the model might fail without the modifications:
A rigid approach
Kotter argues that the steps in the model should be followed in sequence. If any of the steps is missed, the
implementation of the change is not worth and if the process has started, it is difficult to change the
direction of the project. But, in real life, the steps may be combined or somehow reviewed for the fluent
change management.
Some steps are not relevant in some contexts
The linearity of the model can lead to the wrong assumptions. There might be some transformations in the
organization that does not require nor are able to go through certain steps. For example, if there is a change
with need for a great deal of secrecy. Steps 1 and 4 will be completely discarded.
Dealing with difficulties during the change management
Organization may undergo through several difficulties while implementing change. The planning of changes
according to the Kotter’s Model should limit the obstacles. The model is not detailed enough to provide
information in all scenarios. For example, Resistance to change and commitment to change are major
aspects of change management and complementary components outside Kotter’s model.
13. 11
Application of Kotter’s model
John P. Kotter is internationally celebrated researcher and has authored eighteen books, whereby twelve of
them are bestsellers. His theory about the change management as a model was accepted in different
organization in an easy way because of the clear distinction of different steps.
Along with clear steps, Kotter’s model has managed to distinguish between the role of manager and leader
and their related function to adopt change in their organization. In his theory, he divided the functions into
groups for managers and leaders respectively in the context of an organization.
It is necessary for the project managers to get an understanding of which factors are most relevant to
develop for creating a successful project. There is large number of researches made in the field of managers
and leaders in organizations and what functions are important to create a successful and profitable
organization. Projects comprises of various function like motivating, budgeting, planning and so on. These
functions are important qualities to be a successful leader of the project organization.
There are some basic ideas suggested by Kotter to differentiate between managers and leaders with their
respective functions for the change procedure are as follows:
Managers
Set objectives (communicating these to people within the organization)
Organize (staffing, divide tasks and activities among the subordinates)
Motivate (give incentives and reward by using the promotion policy of the organization)
Make measurements (measure both individuals and the organization)
Develop people (encourage and educate)
Leaders
Motivating and inspiring: The leader is always promising to motivate their employees to generate
the effective result with high productivity. Recognition and rewards always encourage employees
and gives a transparent result to the organization. Leader should manage to keep moving their co-
workers towards success.
Aligning people: The leader communicates the direction to those who is needed to alignment, so
they understand the vision and later on wants to achieve the vision.
Establish a direction: The leader establishes vision, mission and strategies in order to show the track
to his co-workers to achieve their desired objectives within the required time-frame.
14. 12
Conclusion
The John Kotter's teachings are now accepted by many organizations: the CEO must lead the change; the
entire organization must be involved; and the organizational culture must be taken into account before any
major change. On the basis of these teachings, he has developed 8 step change model, which is presented in
action points arranged in a practical sequence. The model is sensitive and relatively easy to accept since it is
based upon the practical experiences of John Kotter and so, is well presented with the appropriate
examples.
According to Kotter, successful change leaders find a problem or a solution to a problem and then engage
the people and compel them to change the behavior according to situation. They recommend a people-
driven approach that helps people to see the reason for change.
Furthermore, Kotter has deeply analyzed the functions of the managers and leaders in an organization that
acts as a guide in today’s business to achieve the business success. In today’s changing world, every
organization needs to enhance strategies to meet the globally changing demands. The organizations have
trained their managers in change process models to offer effective assistance in providing information to
design synchronized development intercession for leadership, employees and organization stakeholders.
Hence, the above mentioned 8-Steps processes outlined by Dr. Kotter shows that the organizations can
avoid failure and adapt to the change from the employees. Changes will not be successful it the employees
are reluctant to the change. Thus, by arising the willingness for the change and improving their ability to
change, organizations can increase their chances of success, both today and in the coming future. Without
this ability to adapt the continuous change, organizations cannot boom or succeed.
15. 13
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