Kotter’s 8 Step Change Model

Running head: MANAGEMENT
Organizational Behavior
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1MANAGEMENT
Kotter’s 8 Step Change Model
1. Creating Sense of Urgency: This represents the first step of the model which is also
considered one of the important steps of John Kotter (Osiyevskyy & Dewald 2015). This
necessitates the need for convincing, honest and open dialogue. This convinces the employees in
taking action.
2. Creation of a Guiding Coalition: It is a better idea in establishing a project team that
occupies with changes that the organization plans to implement. Coalition is made from
employees working in different positions and jobs. Due to the open character the group also
functions as sounding board that enables open communication.
3. Creation of the Vision for Change: Formulation of a clearer vision enables everyone in
understanding what the organization tries in achieving within agreed frame of time (Parker et al.,
2013). This helps in making the changes concrete and thereby creating support for implementing
them. The idea of the employees could be incorporated in vision such that they are able to accept
it faster.
4. Communication of the Vision: The vital step of the employees lies in creating acceptance
and support amongst employees (Gorran Farkas 2013). This is achieved through initiating a talk
regarding the newer vision with employees at every possible chance along with taking a note of
concerns, opinions and anxieties.

2MANAGEMENT
5. Removal of the Obstacles: Before acceptance of the change at all the levels, it is vital to
change or remove the obstacles that led to the undermining of the vision. Employees only feel
encouraged when their ideas are implemented and incorporated into change process.
6. Creation of Short Term Wins: This is necessary for the employees to have a clearer idea of
the changes taking place. On meeting the goals, employees will feel motivated in fine tuning and
expanding the change (Calegari, Sibley & Turner, 2015). By rewarding and acknowledging
employees involved closely in change process, it portrays that company is undertaking a change
of its course.
7. Consolidation of Improvements: The trajectories of change fail since they are declared early
without realizing that change represents slow process and should be driven by the corporate
culture (Mishra, 2013). Organizations should thus look for improvements.
8. Anchoring the Change: The change process will become the part of corporate culture when it
becomes the core of the organization (Pollack & Pollack, 2015). Values, standards as well as the
employees should support the change along with regular discussions and evaluations for aiding
in the consolidation of change.