Kotter Kotters represent the eight steps that facilitate change. John Kotter described the steps and indicated the significanceof the organizations taking holistic and consistent approach in the quest for transformation. The eight steps encompass creating a sense of urgency, building guiding coalition, forming a strategic vision and initiatives, enlisting volunteer army, enabling action by removing barriers, generating short-term wins, sustaining acceleration, and instituting change (Cameron & Green, 2004). The first step entails sparking motivation and the urgent need for change within the organization. Honest debates and offering convincing reasons for the transformation will enable people in the organization to see the need for change. For instance, organizations can identify potential threats in the marketplace and create scenarios that depict the future. The second step involves convincing the people regarding the necessity of the change (Kotter, 2007). Strong leadership and support are important towards achieving the second step within the organization. For instance, it is crucial to identify effective leaders and influential people in the organization to lead the change. Creating a vision for change underscores the importance of linking concepts to the entire vision that people within the organization can remember easily (Cameron & Green, 2004). For example, the organization can evaluate the values central to the change, and develop a clear vision that captures the future of the company.
Enlisting a volunteer army involves having many people willing and ready to drive the change within organizations. The organizations should utilize every available entity to communicate the visions and strategies with the aim of teaching the people new behavior (Kotter, 2007). For example, can use every chance to talk about the visions and utilize them in making decisions and solving problems daily. Such attempts will keep the visions fresh in the people’s mind. The fifth step encompasses getting away with the resistance that might derail the change. The process of removing the obstacles tends to empower people needed in executing the vision and moving the change forward (Cameron & Green, 2004). For instance, organizations can identify the people resistant to the change, and enlighten them about the significance of the transformation. Creating short-term wins motivates organizations to work towards achieving total change. Hence, the step indicates the importance of creating short-term targets in the quest for change. For instance, the change team can work on monthly or annual targets that produce success to motivate the staff within organizations.
The seventh step in Kotter’s change model underscores the significance of employing policies and structures unrelated to the vision to achieve long-term impacts of change (Cameron & Green, 2004). The change team can recruit and promote the workforce capable of advancing and implementing the new visions within the organizations. For example, the change team can evaluate the success factors of every short-term win in order to set goals that facilitate the building on the achievement and testing of new projects by incorporating ideas from change leaders and agents. The last step in transformation entails instituting change through creating a link between the new behavior and organizational success. The change team should develop methods of anchoring the changes in the organizational culture (Kotter, 2007). For example, the change team should continuously ensure the implication of the change is visible in every aspect of the organization.
In my opinion, institutionalizing new approaches and generating short-term wins are the most and least significant steps respectively. I believe that anchoring the change in corporate culture is significant in facilitating the continuous achievement of the best results. While appreciating the importance of the short-term wins in motivating people to realize the significance of the change, the step plays a least role in spearheading the change. People will work towards achieving change if the team communicates the visions and initiatives in a comprehensive manner.
Cameron, E., & Green, M. (2004). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London: Kogan Page
Kotter, J. (2007). Leading change: Why transformation efforts fail. Harvard Business Review. Retrieved 1 Jun 2015, from https://hbr. org/2007/01/leading-change-why-transformation-efforts-fail