Organizational Change Models: Kotter and 7 Aspects Comparison Report

This report delves into the realm of organizational change, contrasting two prominent frameworks: Kotter's 8-step model and the 7 aspects of organizational readiness. It begins by defining organizational readiness for change as a multi-level construct reflecting shared values among employees, crucia...Read More

Running head: ORGANIZATIONAL CHANGE
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Name of the Student;
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Organizational readiness for change indicates the multi level construct for the and shared
value among the employees of the organization to adopt and implement the change. When the
factor regarding the change in organization is high the employees in the organization gives high
effort for the implementation of change in organization (Hornstein, 2015). The main objective of
this paper is to contrast between the 7 aspects of the organizational readiness for change and
Kotter 8 step model. This will help to identify the usage of these models and the reason of
difference between these two models.
Discussion
Organizational readiness for changes refers to those factors those indicate the readiness
of the organization for the change. In this situation, it is the responsibility of the management and
the employees of the organization to adopt the change and take necessary actions to implement
the change. The organizational readiness has different (Pollack & Pollack, 2015). Two theories
are the part of the discussion- Kotter 8 Step model and 7 aspects of organizational readiness for
change.
7 aspects of organizational change and Kotter 8 step model:
Kotter 8 step model:
This model is used for the changes in the organization. The first three steps in this model
is concerned about the creation of the necessary situation for the change. Step 4 and 6 is about
linking the change with the organizational needs. The implementation of the changes is done
through the step 7 and 8.

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Creation of sense of urgency: Kotter first step is about the creation of the situation where
the need of change in the organization can be felt. The employees of the organization are needed
to be convinced about the changes in the organization.
Creation of guidelines: the creation of the guidelines and the planning for the changes is
done in this phase. In this step all the employees are guided in such a way that they can engage
themselves with the organizational change.
Creation of the vision: Creation of the vision for the change is important. In this phase
the scope for the change is defined (Burke, 2017). The exchange of knowledge about the
implementation of the planning and the brainstorming can be done in this phase.
Communication with the vision: The communication with the vision is important as it
helps to make employees aware about the changes in the organization. The vision and need for
the change is needed to be accepted by all the employees in the organization.
Removing obstacles: While the implementation of the planning, many obstacles can be
presented during developing the change. In this case, the management plan has to be
implemented for handling the obstacles.
Creation of short term goals: Setting of short term goals and motivate employees on the
successful achievement of those short term goals are important for the achieving the changes in
the organization (Hassan, 2018). In this stage, the acknowledgement and rewarding the
employees can motivated them to go extra mile for the better achievements.

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Consolidated improvements: The short term wins are the beginning of long term wins. In
some cases , some of the goals may be failed (Calegari, Sibley & Turner, 2015). However, the
organizations should keep the employees motivated through different initiatives.
Implementation of the change: The changes are needed to be implemented in a certain
way so that the disruption in the organization can be done in a right way (Stouten, Rousseau &
De Cremer,2018). Apart from that , new values and standards are needed to be compatible with
the behavior and he approaches of the employees in the organization.
7 Aspects for the readiness for change:
Evaluating the perception of employees: The perception employees of the organization
regarding the change is needed to be evaluated at the beginning of the initialization for the
change.
Vision: the vision for change helps to define the scope for the change.
Mutual respects and trust: The mutual trust and respects are needed to be developed
between the employees so that they can express their thoughts regarding the changes in the
organization. This will eventually help to enhance the process.
Initiating the change: the implementation of the change in a proper way is important for
the organization.
Support from the management: the management support for the initialization of the
changes are important. This support from the organization can be reflected through the
formation of the special team for the implementation of the change.

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Acceptance: The proposed changes are needed to be accepted by the management of the
organizations and the employees of the organization.
Managing the change: After the changes are implemented in the organization the
management of the changes are needed to be done in order to keep those changes effective in the
organization.
Overlapping of the two models:
Both the models are regarding the organizational readiness for the change. However,
some of the steps in these models are similar. On the other hand in some cases these two models
are different. In both cases the scope of the vision and the creation of the acceptance of
changes among the employees are needed to be done. These two models also overlaps in the
area for the implementation of the changes in the organization. However, Kotter 8 model is
specific about the evaluation and the creation of vision. On the other hand the 7 aspects model
is not specific about the creation of vision, however, in this model the scope is defined a right
way. The mention of the support from management in the 7 aspect model is not mentioned in
Kotter 8 step model. It can be said that the 7 aspects model is more organization driven in case
of changes whereas kotter 8 step model is driven by the employees to implement the change.

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References
Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
Calegari, M. F., Sibley, R. E., & Turner, M. E. (2015). A ROADMAP FOR USING KOTTER'S
ORGANIZATIONAL CHANGE MODEL TO BUILD FACULTY ENGAGEMENT IN
ACCREDITATION. Academy of Educational Leadership Journal, 19(3).
Hassan, A. T. (2018). Organizational Change Management: A Literature Review.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action
Research, 28(1), 51-66.
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful Organizational Change:
Integrating the Management Practice and Scholarly Literatures. Academy of Management
Annals, 12(2), 752-788.