Case Study Of John Kotter's Change Model

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Kotter’s 8-step Change Model:
John Kotter A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight – step change process in his 1995 book, we look at his eight-steps for leading change below:
Step 1: Create Urgency
In order to make a change in organization, you must convince the people to accept the occurrence of change, and it should be cleared and explained the reasons of making change. To do this, all the employees must conduct formal and informal meetings to further discuss the issue and its importance, if many people talk about the proposed change, so this can build the urgency and feed on itself.
Identifying potential threats and predicating the future, that what could happen, explanation of
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Its common, that you can find efficient change leaders throughout your organization, to lead change, you need to gather the employees and make a coalition or team of influential people. Once formed the change team, continuing to develop urgency and momentum.
For forming a coalition you can identify effective and honest leader within organization, as well as key stakeholders, agreeing them.
For forming a coalition you must do bellow:
 Identifying effective leader and key stakeholders within organization.
 Bringing them to an emotional commitment
 Checking the weak areas of the team and making sure that the team is composed of varies level people and can represent from deferent department.
Step 3: Create a Vision for Change:
Thinking about the change can create some great ideas and solution in someone’s mind, so these ideas and solution must be linked to the overall vision, which can help people to grasp and remember easily.
A clear vision is the rationale for understanding people what you want of them, so they can be known about the achievements and participate proactively.
For creating a vision you must do:
 Values
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 Address peoples’ worries and anxieties.
Step 5: Remove Obstacles:
If you follow these steps and rich this point in the change process, you have been discussing about the vision and agreeing organization’s all level staff for commitment, expectantly, your staff want to achieve the targets that you’ve been promoting.
Step 6: Create short-term Wins:
Nothing motivates more than success, celebrate the victories achieving in the change process, set short-term targets beside of long-term targets, when people achieving short term targets, they can feel comfortable and becoming hopeful for achieving all proposed objectives, this can generate sense of hard working and people’s strong commitment with the success of changing.
So take advantage of every chance and keep team happy and motivated, without this, negative thinkers might hurt the process.
For this you can do:
Step 7: Build on the Change:
Kotter’s belief is that too early declaration of victory can cause failing change within organization, quick wins can help to achieve long-term change.
Each success can provide opportunity to assess its cons and pros, so identify the areas that need for improvement.
For this you must do
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