Change Model 3

Kotter’s Model:

Kotter, a well renowned Professor of Leadership, has developed an eight step method to follow in order to successfully implement change: increase urgency, build the guiding coalition, get the vision right, communicate for buy-in, empower action, create short-term wins, keep at it andmake change stick. (Kotter and Whitehead, 2010.)The University of Queensland Australia (2016), have further developed Kotter’s model to provide an extremely useful e-Resource to help facilitate growth and change within the organisation, and I have referred to this in the following description of the steps. 

Step 1: Increase urgency 

Kotter explains that you need to take advantage of an opportunity and use it to get people excited about change, or address an issue that is preventing the organisation from moving forward. Without this urgency, it is likely people will remain complacent. A leader needs to convince people that is worth investing their time, effort and energy. Without this, Kotter believes it is more challenging to move to the next stage: build the guiding coalition. (Kotter and Whitehead, 2010.)

Step 2: Build the guiding coalition

When building the guiding coalition, the coalition should include people with different types of expertise, to assist with the implementation of the initiative. Kotter explains that these people need to feel the strong sense of urgency created from step one. They will then be motivated and willing to volunteer. The University of Queensland (2016) point out that the team needs to have the right composition of people, a significant level of trust and a shared objective in order to be successful. They go on to suggest that without the right people on board, change can be hindered.

Step 3: Get the vision right 

         In this step, the guiding coalition develops a deeper understanding of the opportunities or issues that need to be dealt with. This helps them create a clear vision and strategy for moving forward. The success of the change will depend on the vision and how it is communicated and understood. Without a clearly defined vision which is communicated effectively, people can become confused, which could lead to the organisation being taken in the wrong direction. (The University of Queensland, 2016.)

Step 4: Communicate for buy in 

         This is where the coalition communicates the vision and strategy to everyone that is involved with the change, ensuring all are informed and engaged in the process, using a variety of communication channels ranging from emails to posters. Kotter believes that this will lead to more buy in, allowing the process of change to continue. (Kotter and Whitehead, 2010.)

Step 5: Empower action

This step is about enabling people to get things done that will bring the vision to life. The guiding coalition has an important role to play by ensuring that they continue to communicate the vision and direction and address obstacles such as lack of skills, insufficient IT systems or poor resources, so that the implementation remains as smooth as possible. The University of Queensland also point out that at this stage, there is an opportunity to encourage people to take ownership for the change. They go on to say that: 

‘by owning the change, people will be less inclined to create barriers to change. They will begin to participate in the process and come up with innovative solutions to achieve the desired outcomes’. (The University of Queensland, 2016.)

Step 6: Create short-term wins 

This involves celebrating the small successes achieved so far, in order to build momentum and enthusiasm for the change. Acknowledging the current progress made, along with evidence, will motivate people to continue. This stage will also help convince the critics that the resources, time and effort that has been put into the initiative has been worthwhile. Nothing makes a more powerful argument than observable proof that progress has been made. (The University of Queensland, 2016.)

Step 7: Keep at it

Kotter explains that this step is essential because although early successes are desirable, they can also create a sense of complacency. He believes that the early successes will not automatically lead you to a vision of significant change. This problem needs to be anticipated and a focus on urgency needs to be sustained, never reverting to complacency until the necessary changes have been made. Kotter continues to make his point by claiming that you are unable to move to the final step until the entire change vision has been achieved and the success is clear to all. (Kotter and Whitehead, 2010.)

Step 8: Make change stick

Kotter explains in his final step that tradition can be powerful and will often pull an organisation back to the way it was. This stage is about ensuring the change has become institutionalised and fully embedded into the culture of the organisation. (Kotter and Whitehead, 2010.)

CASE STUDY