In this post I will outline the Kotter International model and give some examples of how I have applied it. Establish a sense of urgency Form a powerful guiding coalition Create a vision Empower others to act on the vision Plan for and create short-term wins Consolidate improvements and produce still more Institutionalise new approaches I have applied the Kotter model in a number of client organisations. Firstly, we want to establish a sense of urgency:
The first three are all about creating a climate for change. The next on engaging and enabling the organisation. And the last, implementing and sustaining change. From experience we learn that successful change occurs when there is commitment, a sense of urgency or momentum, stakeholder engagement, openness, clear vision, good and clear communication, strong leadership, and a well executed plan.
Whether you are a senior executive, in middle management or part of a project team the research, which is backed up with stories — mini case studies — and exercises, is invaluable. The reading provides straightforward advice that makes much sense — undoubtedly you will have observed what is written.
Creating a Climate for Change Many initiatives fail or at best fall short of their original aim because the organisation either lacks interest in the proposed change effort or spends too much energy resisting the change management process.
Unfortunately this energy is often wasted and does very little to move the organisation toward transformational change. The assumption is that information and analysis followed by executive management approval is enough to change behaviour. Whilst these may be necessary organisational steps they are not needed … right now.
For instance, complacency, immobilisation, self-protection, deviance, pessimism, and holding back. Urgency sustains change Rather than shoving a project down the throats of operational managers change leaders need to generate a sense of urgency about the task in-hand and get the right team together to deliver transformational change.
Change comes about because there is some underlying crisis: Analysis has the effect of putting the brakes on.
Yet crisis has to be dealt with. Sorting out a problem provides the platform to get people talking about what needs to change. The Heart of Change suggests that we need to break from tradition and start using compelling, eye-catching situations to see problems and solutions.
Honest facts and dramatic evidence — customer and stakeholder testimonies — show that change is necessary. Seeing something new hits people on a deeper emotional level without the usual negative responses and resistance. Building the Guiding Team Creating a sense of urgency helps to bring the right people together.
And getting the right people in place is about getting the right team, commitment and trust to do the job. This is what step 2 is about. It means emotionally honest and open behaviour, speaking the unspeakable, connecting to the feelings of others, and doing so without fear of reprisal.
Most likely you will skirt around the issue and continue to build on a culture of mistrust. Before you can begin to build a guiding team — with the right skills, leadership capacity and credibility — someone has to persuade people that something needs to happen.
That is, to face the issue. This may seem counter-intuitive. Consequently, it can be a good thing to have periods of conflict which bring out the best and worst in people because a change leader will almost certainly emerge; someone who feels great urgency, pulls people together, and defines the guiding team.
Usually top management approve a change project and hand over responsibility to a senior manager who then forms a pseudo-project team or task group to manage the work. Rarely are these effective structures.How the most innovative companies capitalize on today’s rapid-fire strategic challenges—and still make their numbers.
Kotter's 8-Step Change Model Implementing change powerfully and successfully Change is the only constant. - Heraclitus, Greek philosopher What was true more than two thousand years ago is just as true today.
As CEO of his company, Mack seeks to use Kotter's 8-step change model to make a comprehensive organizational change to improve efficiency and . November , Macbeth. Macbeth, set primarily in Scotland, mixes witchcraft, prophecy, and murder. Three "Weïrd Sisters" appear to Macbeth and his comrade Banquo after a battle and prophesy that Macbeth will be king and that the descendants of Banquo will also reign.
Published: Mon, 5 Dec Change is the word that best described of the modern societies and culture. Change occurred in almost every aspects of life.
Change presses us out from our comfort zone. Applying Kotter’s change management model I have previously outlined the importance of change managers having a clear idea of the theory that underpins their change methodology. In this post I will outline the Kotter International model and give some examples of how I have applied it.