In his 1985 book, Leading Change, John Kotter introduced his 8-step change model, which has become a widely accepted approach to leading organizational change. The 8 steps are:
Kotter’s 8-step change model step-by-step
Take a close look at each step in Kotters’ eight-step change model to better understand it. Here are the eight essential steps and how to apply them within your company:
1. Create a sense of urgency
Support from those who voluntarily accept the change can help the initiative advance. Managers and employees must share the same belief in the significance of change for the organization for this to occur.
Determine any potential threats to the business, such as improvements made by your rivals or shifts in consumer demand, to instill a sense of urgency. Then, consider any opportunities that your company capitalize on. Open a direct line of communication for everyone to share their worries, potential solutions, and genuine opinions. This not only helps employees get ready for change, but also conveys to them the importance of their feedback. Seek assistance from other parties, such as stakeholders or business titans, to support your case to complete this step.
2. Create a guiding coalition
Create a team with the necessary knowledge, contacts, and influence to give the change process the much-needed momentum and support. Determine the key decision-makers and stakeholders in your company, enlist their support, and make sure you have their commitment. Work on teamwork, identify coalition weak points, and make sure everyone includes as many influential people from the various departments of the company. Involving people from various departments can help strengthen the cause.
3. Develop a vision
Make sure to create a vision that everyone can understand and work toward. Your team is more likely to adhere to your vision when they comprehend it. Determine the change’s goals and describe how you envision the organization functioning after it has been changed. Creating a plan to implement this vision within your organization is crucial as well.
4. Communicate the vision
Communicate your vision frequently and effectively to your team to ensure their continued commitment to it. As often as you can, bring it up to remind everyone of its significance. Address anyone’s concerns or problems honestly if necessary. Lead by example and do everything in your power to connect various company aspects, like morale and training, to your vision.
5. Eliminate obstacles
Even though resistance to change is common, removing roadblocks can help your vision move forward without pause. Find any people who are hesitant about your vision and persuade them that it is necessary. Make the necessary adjustments if any processes or structures don’t support the realization of your vision. In an effort to express your gratitude and keep them inspired, you can also reward or recognize those who support the change.
6. Create short-term wins
Give your team a few small victories throughout the change process as opposed to just one overarching objective. This not only boosts morale but also gives your team some much-needed momentum and lets them experience success in the early stages of your vision. Look for small, affordable projects you can implement that won’t need the consent of people who are against the change. Choose a target that won’t alter or have a negative impact on your overall vision. Reward anyone who helps you achieve these small targets.
7. Build on the change
While small victories can inspire your team, it’s crucial to emphasize that the mission is far from over. For instance, while launching a small product successfully gives you cause to celebrate, launching larger products takes more effort and time. Determine what went wrong, what went right, and what you can do to improve moving forward after each small victory.
8. Anchor the changes in corporate culture
Make sure your change stays at the core of your organization’s culture once it has been implemented. Talk about progress constantly, emphasizing how it has improved daily work and the company as a whole. Make certain that the organization’s leaders, both current and past, continue to support the change. Every new hire must be taught the principles of your change. Additionally, it’s critical to acknowledge significant coalition participants and emphasize everyone’s contribution.
What is Kotter’s 8-step change model?
Created by Harvard Business School professor John P. Kotter, the Kotter 8-step change model, is a framework or strategy designed to support businesses and organizations as they go through significant workplace change. Kotters’ 8-step change model, in contrast to other change management models, places a strong emphasis on the people going through the changes rather than just the project itself. This model not only enables everyone to evaluate the outcomes of the adjustments made across the organization, but it also promotes collaboration and openness as they go.
Advantages of Kotter’s 8-step change model
Consider whether this change model is advantageous for your company now that you are aware of what it entails. Consider the advantages of Kotters’ 8-step change model so that you can make a more informed choice:
Disadvantages of Kotter’s 8-step change model
Consider any drawbacks that could have a negative effect on your organization before using this model. If this model’s benefits outweigh its drawbacks, it might be worth investigating. The Kotters 8-step change model has a few drawbacks, which are as follows:
Kotter’s 8-Step Change Model Explained
FAQ
What is Kotter’s theory?
Kotter’s 8 Step Change Management Model is a procedure created to assist leaders in implementing organizational change successfully. This model concentrates on generating urgency in order to bring about a change. It outlines eight steps that guide you through the process of bringing about, sustaining, and managing change.
What are 8 steps from the leading change?
The eight steps in the change process are: instilling a sense of urgency; building strong guiding coalitions; formulating a vision and a plan; communicating the vision; removing barriers and empowering staff to take action; producing short-term successes; consolidating gains; and bolstering change by enshrining change.
