Kotter's 8 Step Change Model

What is the fourth step in the Kotter's model

Communicating the vision for buy-in

How do you Anchor the changes in corporate culture?

It should be the core of your organization Make sure change is seen everywhere. And make sure you also follow it as well! Support is still needed by everyone! 1. Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. 2. Include the change ideals and values when hiring and training new staff. 3. Publicly recognize key members of your original change coalition, and make sure the rest of the staff- new and old- remembers their contributions. 4. Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

What is Kotter's eight step plan?

1. Create a Sense of Urgency 2. forming a powerful coalition 3. Create a vision for change 4. Communicating the vision for buy-in 5. Empower Others (Remove Obstacles) 6. Create Short term wins 7. Consolidate improvements (build on the change) 8. Anchor the changes in corporate culture (ASAP, like a virus, spread)

What is the meaning of Obstacles/ Empowering Broad-based action?

1. Identify, or hire, change leaders whose main roles are to deliver the change. 2. Look at your organizational structure, job descriptions and performance and compensation systems to ensure they're in line with your vision. 3. Recognize and reward people for making change happen. 4. Identify people who are resisting the change, and help them see what's needed. 5. Take action to quickly remove barriers (human or otherwise) Example here is: firing a person

How do you Create Short term wins?

1. Look for sure-fire projects that you can implement without help from any strong critics of the change. 2. Don't choose early targets that are expensive. You want to be able to justify the investment in each project. 3. Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative. 4. Reward the people who help you meet the targets.

Who is John Kotter?

A professor at Harvard. He is also a leadership and management guru. Also is a change expert!

What is the eighth step in the Kotter's model

Anchor the changes in corporate culture

How is communicating the vision for buy-in involved in this process?

Apply the mission to everyday stuff. Do it when you are making a decision or have a problem. Just don't rehearse the vision. Actually apply it and treat it how other would treat it too. 1. Talk often about your change vision 2. Address peoples' concerns and anxieties, openly and honestly. 3. Apply your vision to all aspects of operations- from training to perfromance reviews. Tie everything back to the vision. 4. Lead by example

What are some examples of the state that the organization in?

Complacency - This can occur at the top of their market or if they facing bankruptcy. It's like everything is fine aka NOT! They don't help the organization. False Urgency- People are working but their actions don't result in helping the business succeed in their primary goal. This can lead to burnout. True Urgency- They are focused on making real progress 24/7. Urgent behavior is driven by belief. Even though there are going to be challenges along the way we are still going to excel.

What is the sixth step in the Kotter's model

Create Short term wins

What is the first step in the Kotter's model

Create a Sense of Urgency

What is the third step in the Kotter's model

Create a vision for change

What is the second step in the Kotter's model

Creating/forming a guiding/powerful coalition

What is the seventh step in the Kotter's model

Don't let up/ build on the change

What happens if a company fails or succeeds in urgency?

Fails- This doesn't occur too often, this happens because the change was not planned well enough, or not measurable. Only appears in peoples head but no action. Succeeds- "positive thinker" They will connect to the deepest values of their people and inspire them to greatness. They will make the business case come alive with human experience, engage the senses, create messages that are simple and imaginative, and call people to aspire.

What is the fifth step in the Kotter's model

Remove Obstacles/ Empowering Broad-based action

What is the meaning behind Don't let up/ build on the change?

Victory can be declared to early and that isn't good. It can actually lead to failure. Do more than the minimum goal. Over achieve! 1. After every win, analyze what went right, and what needs improving 2. Set goals to continue building on the momentum you've achieved. 3. Learn about kaizen, the idea of continuous improvement. 4. Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

What happens when you Create a vision for change?

When creating a vision it is future fantasizing. It also is ASPIRATIONAL & FUTURE-ORIENTED. How can this be possible? 1. determine the values that are central to the change. 2. develop a short summary that captures what you see as the future of your organization. 3. Create a strategy to execute that vision. 4. Ensure that your change coalition can describe the vision in 5 mins or less. 5.practice your vision speech often!

What happens in Create a Sense of Urgency?

You have to work hard, spend a lot of time, and have alot of energy building to make this actually work! 1. Know how your organization is doing. 2. Also look at your competitors and check in with your team 1. Identify potential threats and develop scenarios showing what could happen in the future. 2. Examine opportunities that should be, or could be, exploited (taking advantage of). 3. Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking. 4. Request support from customers, outside stakeholders and industry people to strengthen your argument.

What happens in Creating/forming a guiding/powerful coalition?

You should do these: 1. developing the right vision 2. communicating it to vast numbers of people 3. eliminating all of the key obstacles 4. generating short term wins 5. leading and managing dozens of change projects 6. anchoring new approaches deep in an organization's culture Also you can 1. Identify the true leaders in your organization, as well as your key stakeholders. 2. Ask for an emotional commitment from these key people. 3. Work on team building within your change coalition 4. Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company.