Kotter's Change Management Model: A Comprehensive Guide

Running head: MANAGEMENT
Management
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Introduction
In accordance with the opinion of Doppelt (2017), change management helps the
organizations to incorporate changes in the working procedures. As opined by Kuipers et al.
(2014), change management guides the companies to prepare its employees, support its skilled
professionals, teams so that they can make adjustments with the organizational modifications. In
this particular task, the Kotter’s change management has been discussed in relation to
organizational changes.
Discussion
In accordance with the opinion of Lewis, Passmore and Cantore (2016), change
management refers to the systematic approach which is used by business organizations for
dealing with transformation of its objectives, procedures or technologies. It has been observed
that the main aim of change management is to incorporate fruitful business strategies for
applying changes, and controlling changes. In addition to this, change management aids
individuals to make adjustments with modifications that has been applied by the companies in its
working procedures. In the opinion of Rajan and Ganesan (2017), change management refers to
the procedures, tools as well as techniques to manage individuals to accept changes in order to
attain the targeted outcomes from its business operations. In this context, it can be stated that
managing modifications is a difficult task. In accordance with the opinion of Hornstein (2015),
modifications should be applied by business organizations in its workflow either from internally
or from externally. As opined by Rosenbaum, More and Steane (2018), the main motive of
change management is to obtain organizational outcomes by involving skilled professionals as
well as motivating them to work in a new way. If people willingly accepts changes in the

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working procedures, then it is possible for the respective organizations to attain its desired goals
and objectives.
It has been observed that 8-step change management model has been developed by John
Kotter. It has been observed that these eight stages are creation of urgency, forming a powerful
coalition, creation of vision, and communicate and share the vision. Apart from this, there are
other stages such as empower-broad based action, generate short-term wins and consolidate
gains to produce more changes and anchoring changes in the working procedures of the
business organizations (Guérin et al.2015 ).
It is very essential for the companies to prepare a scheme and undertake action with an
intention to incorporate changes within the organizational work culture. In accordance with the
opinion of Salman et al. (2017), it is needed for the companies to create a sense of urgency
within the environment of the respective company. In order to implement the changes within the
organization, it is required for the leaders to explain the present condition of the respective
organization. In this context, it can be stated that leaders need to explain to its employees about
the benefits that the changes would bring in the company. If the leader highlights the key issues
in front of others, then it is possible for the leader to create an urgency within the organizational
workflow.
It is required for the leaders to convince his people that bringing changes would improve
the workflow of the organization. In order to bring changes in the working processes of the
companies, the leaders need to form a strong as well as powerful coalition team who will
willingly work in a collaborative as well as coordinated manner (Doppelt, 2017 ). By forming a
strong and powerful team, it is possible for the leaders to achieve the desired goals and
objectives of the respective organization. In the opinion of (Kuipers et al. 2014), all the team