Kotter’s Eight Steps for Organizational Change: Initiating a Transformation With a Clear Vision Introduction
Kotter’s Eight Steps for Organizational Change: Initiating a Transformation With a Clear Vision
Introduction
Change in an organization is usually an inevitable and constant force in the modern business landscape. Firms and organizations that can adapt and evolve are better positioned to perform well despite the uncertainties and challenges in the business environment. However, successful organizational change is a complex and multifaceted task requiring a well-structured approach. One model that can explain the corporate change process is John Kotter’s eight steps.
Kotter’s steps for change act as a roadmap for managers to effectively initiate and lead an organization through transformative journeys. Therefore, Kotter’s eight steps are essential in initiating organizational change. Moreover, the most crucial steps are creating a sense of urgency and developing a clear vision and strategy.
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Kotter’s Eight Steps for Organizational Change
Step 1: Creating a Sense of Urgency
The first step in Kotter’s change model is creating a sense of urgency. The step involves communicating the need for change with all stakeholders (Borkowski, 2016). Moreover, the stage entails explaining the possible repercussions of not taking action to correct a threat that has been identified. Borkowski (2016) further noted that transparent communication supported with evidence from market trends or customers’ feedback helps illustrate the urgency of the recognized situation.
Step 2: Building a Guiding Coalition
The second step in this model is building a guiding coalition. The step involves forming a team of individuals across different levels of departments within a firm (Borkowski, 2016). The team is to provide leadership, support, and diverse expertise to drive change efforts.
Step 3: Developing a Clear Vision
The third crucial step is developing a clear and compelling vision. According to Borkowski (2016), vision communicates the organization’s desired future, giving employees, among other stakeholders, the purpose of the change. In this step, managers must outline the necessary action and initiative to lead the organization in navigating the transition. Strategy and clear vision create a roadmap aligning stakeholders towards a common goal.
Step 4: Communicating the Vision
Communicating the vision effectively with the organization is the fourth step of Kotter’s change model. Borkowski (2016) noted that clear communication is crucial for employees and workers to understand the reason behind the change, its benefits, and if it aligns with organizational objectives. Through open communication, managers build trust, gain buy-ins, and motivate employees to support the change.
Step 5: Removing Obstacles
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According to Borkowski (2016), the fifth step is empowering action. In this stage, managers remove obstacles and provide the necessary resources and support to enhance change. Through this step, organization leaders tap into creativity and expertise, fostering a sense of ownership and commitment.
Step 6: Generating Short-Term Wins
The next step in this change model is the generation of short-term wins. Celebrating and recognizing the short milestone wins is essential as it encourages employees to pursue change further (Borkowski, 2016). Moreover, short-term wins indicate progress and build confidence among employees.
Step 7: Building on the Change
The seventh step is consolidating gains and producing more change. This stage involves reinforcing a new set of behaviors and practices anticipated during the shift (Borkowski, 2016).
Step 8: Anchoring Changes in the Corporate Culture
The last step is anchoring the changes in the corporate culture. This step is crucial for long-term success as the changes need to be aligned with the organization’s core values, vision, and norms. Although all of Kotter’s eight steps are essential for enhancing an organizational change, the first and the third steps are more important than the other six.
Creating a sense of urgency is the first pivotal step in initiating a change. In this step, managers identify the need for change and possible repercussions if no action is taken. On the other hand, developing a clear vision and strategy is also cruci