John Kotter's Eight Stage Model Essay

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Abstract 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…show more content…
Kotter (2007) suggest that during Stage One a sense of urgency should be created regarding the upcoming organizational transformation and that “75% of mangers must believe the status quo is more dangerous than the unknown” (p. 4). The second stage provides for the creation of a coalition or change champions who will lead the transformation effort. It is important that this coalition is comprised of a variety of stakeholders including senior leadership, middle managers and front-line employees. A coalition that has representation form all levels of employees within the organization will demonstrate that the transformation is not a mandate established by senior leadership, but a decision made with feedback from a variety of employees within the organization. Stage Three of the Kotter Model suggest that a vision is created that can be easily communicated to all stakeholders including customers, suppliers, employees and stockholders. The vision provides the stakeholders with strategies and information regarding how the vision will become reality (Kotter, 2007, p. 4). At Stage Four and Five of the Kotter’s Model the organizational change initiative is introduced to the whole organization and stakeholders begin to participate in the transformation. During Stage Four the vision created during Stage Three is shared with the organization and the change champions communicate how the transformation will benefit the organization,
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