Kotter's 8-Step Change Model Explained
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- Опубліковано 19 чер 2024
- In this video, we're taking a look at Kotter's 8-Step Change Model. We'll provide a top-level explanation of how the model works and then jump in and examine each of the steps that make up the model:
1. Create urgency.
2. Build a coalition.
3. Create a vision.
4. Communicate the vision.
5. Empower others.
6. Create quick wins.
7. Build on the change.
8. Embed the change.
Finally, we'll look at the advantages and disadvantages of the model.
You can find out more about Kotter's book, Leading Change, here:
amzn.to/2P1FfqO
You can read more about this model in our companion article here:hi.switchy.io/3Dj6
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This video gives a detailed idea of the Kotter's 8 step change model. Thumbs up to the way it is delivered and presented.
Great video and explanation, I do have one comment regarding the disadvantage ( top-down model ), Step number 2 is building a coalition which comes before step 3 "create a vision" this means that the coalition can be formed by key stakeholders including front-line employees whom will have a say in the vision and the means to reach it, removing in a way the sense of the top-down approach. Thank you again 👍💙
Incredible video :) thank you so much for the useful information. Highly appreciated
you have no idea how much this helped me. thank you
Great video for understanding this model!
Thanks for the vid!
Love your videos!
You, sir, are a god. Thank you!
Very nicely explained,
Thanks cz I have thoroughly understood this model in regard to my post graduate coursework.
Thank you for the concise and compact way of delivering the information 🙌 It helps me understand better my university course
Glad it was helpful!
Please suggest an organization to make a project on this
What happens when you have a leadership team that demonstrates inconsistencies in holding individuals responsible for not moving toward change initiatives. For instance, leadership agrees to a process, rubrics are created and its communicated across the organization that individuals will be assessed on a monthly basis according to the distributed rubrics with a set goal target date. Individuals then begin to weigh in, dig their heels in and start tearing apart the assessments so then leadership cancels the initiative that was originally agreed upon by leadership and reverts to having no standard and assessments not continuing. This practice happens more often than NOT when communicated expectations occur after being agreed upon my Management and then their subordinates complain about what is expected (always finding some type of reason) and so management gives in to not holding them to a standard and just kills the idea of the initial expectation. This repeated behavior with indecisiveness demonstrates to individuals across the organization that they can always challenge management/leadership on anything will require assessment and they'll just drop the requirement and assessments won't occur.
Can you speak on what happens when there is this type of dynamic that lacks consistency, accountability, follow-through repeatedly on initiatives? I'm trying to find some case studies where no matter the effort implemented in accordance to several change models and expert opinions that resistance to change remains strong and people are just plain dead set on sticking together to resist the change.
How are these situations handled when it's all the lower- level workers sticking together, just refusing to adopt change? Even after you've engaged them and made them feel that their input mattered that initially drove the expectation to follow a standard? They go along with it until it is implemented but then when in motion challenge authority because they know there are strength in numbers and they'll be able to have the initiative cancelled and no longer followed.
Hi Sandy - I read your post and as a Project Leader, I think your concern is not unusual. Resistance should be expected by Leadership with every initiative, which brings more significance to the call for “urgency” (The Why).
It sounds like leadership should allocate more time to engagement enterprise-wide. Build trust and/or the confidence of employees in leadership, by establishing new or more methods of communication, internally. How often does Leadership actually hear from its employees? What methods? Topics? Inclusion is key.
Assessing the root cause of potential resistance is imperative. And often times, resistance is the result of not being acknowledged, considered or heard.
Build confidence in leadership by communicating the organization’s wins, metrics, reward performance and commitment. Moreover, “level-set” your organization by town hall meetings and round table discussions with key stakeholders, to restore buy-in from all parts of the organization.
The “WHY” is crucial when introducing new ideas to the organization, especially regarding changes that impact how people work. My suggestion is that before Step 1, leadership engages representation from all levels of your organization, to Learn and better prioritize change initiatives.
Here is my suggestion: replace the Change management with Provide great Customer Service. Then, monitor the compounding effect.
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who is the author
Wonder book, professionalists vs idiots in the leading positions. When the change is made to late than you also loss employees.
👇University of New England