8 Steps to Implementing Change in Management Process

“Leading Change”, written by John Kotter in 1996, threw light on what steps people took to transform their organizations. An 8-step change model was designed by him to help managers deal with transformational change. This model is now known as Kotter’s 8-step change model.

The 8 steps of the model are as follows

1. Create Urgency

create urgency

For any change to take place, it is imperative that the whole company really wants it. A sense of urgency should be developed around that change and that will help ignite the initial motivation to get things moving. Identification of potential threats, development of scenarios showing possible future occurrences, examination of opportunities that can be tapped- are some of the important tasks here.

2. Form a Powerful Coalition

form a powerful coalition

To convince people that a change is necessary, it requires strong leadership and apparent support from key people of the organization. Bring together a team of ‘important people” who can lead the change. This team, which consists of people with important job titles, status, expertise, and political influence, should then work together to build momentum around the need for change.

3. Create a Vision for Change

create a vision for change

For any change to take place, it probably needs many great ideas and solutions which can lead to an overall vision that people can relate to and remember. A clear vision helps people understand the reason behind asking them to do something. Determine the values that are central to that change and design a strategy to execute that vision.

4. Communicate the Vision

communicate the vision

The step taken after creating your vision is what determines the success of your vision. Communicate that vision to your staff members. It is important that you address people’s concerns and anxieties honestly and lead by example.

5. Remove Obstacles

remove the obstacles

Having followed these steps and reaching a point in your lead change where you are communicating your vision to the organization, you are building buy-in from all levels of your organization. Address apprehensions of those resisting the change and continuously check for any other barriers. Removing hindrances can empower people you need to execute the vision and can help the change move forward.

6. Create Short-term Wins

create short term wins

Success is the biggest motivating factor. Strive to get your company some ‘quick wins’. Create short term change targets that can be achieved and this will motivate your organization and not cause any hindrances from critics and negative thinkers in the company’s progress.

7. Build on the Change

build on the change

Real change runs deep but many change projects fail when they declare victory too early. After every change implementation, analyze what went right and what needs improvisations. Set goals to continue building on the changed momentum achieved so far and keep fresh ideas and bring in new change agents and leaders for change coalition.

8. Anchor the Changes in Corporate Culture

anchor the change in corporate culture

For any change to last, it should be a part of the core of the organization. The corporate culture determines what gets done and the values behind your vision must reflect in day-to-day work. Talk about progress at every chance you get. Include change ideals and values while hiring and training new staff.

For any change to take place, members of the particular organization need to work hard to plan carefully and build the foundation. This makes implementation of change much easier and improves the chances of success.

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