Kotter's 8 Step Change Model
Step 1: Creating Urgency: Let's Go!
Step 2: – Building a Guiding Coalition
Easy to understand and follow with effective communication
Fits well into the culture of traditional hierarchies
Does not focus on change itself, but rather on change acceptance and preparation, making the transition easier
Focuses on the "buy in" of employees as the focus for success
Clear steps which serve to provide guidance for the process
once the process has started, it may be difficult to change the direction.
Steps must follow in sequence; they are requisite of each other, overlapping and not implementing steps will compromise success and make it difficult to implement subsequent steps.
Mechanistic: as a checklist, the model is great, as a prescription for change it is not very useful
The linearity of the model can lead to wrong assumptions
Some steps are not relevant in some contexts; some transformations do not require nor are able to go through certain steps
The model is top-down not bottom up leaving no room for co-creation and participation
Limited when dealing with difficulties during change management: major aspects of change are outside of Kotter’s model
Frustration can result when individual needs and/or stages of grief are not taken into consideration
Strong on initiating change weak on providing guidance to sustain change
Long process; difficult to study
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