John Kotter's Eight Stage Change Model

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This paper discusses John Kotter’s Eight-Stage Change Model and how it can be used as a guide when implementing change within an organization. The roles of various stakeholders including senior and emerging leaders, managers and employees throughout the eight stages are defined. In addition, factors which can contribute to a failed organization change initiative are discussed.

Transforming an organization from a sub-optimizing enterprise of independently functioning departments to an organization that embraces cross-functional teams and customer centric integrated processes that focuses on delivering quality products and services requires a well defined and implemented plan of action. In addition, transforming an
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34). Stage Four of the Kotter’s Model is a critical stage in implementation of organizational change. It is at this stage that employees either accept or reject the organizational transformation. Sincere belief in the transformation initiatives by employees is essential for success. Stage Five of the Kotter Model allows for the employees to take risks or make changes to internal process that are impeding the transformation effort. The success of the implementation of Stages One through Four will provide employees the confidence and trust they need that will allow them to make suggestions or change legacy processes that will add to the success of the transformation. Stage Six of the Kotter Model is designed for the achievement of milestones throughout the course of the organizational transformation. Stage Six includes creating short-term wins that allows the organization to see improvements and success which builds momentum (Kotter, 2007, p. 4). The momentum experienced from the success of the short-term wins could result in the expansion of the vision as describe in Stage Seven of the Kotter Model. In addition, it is possible during Stage Seven of the Kotter Model that departments, cross-functional teams or employees can actually uncover additional opportunities and initiate additional process improvements that support the vision of the
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