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Kotter’s eight step change model.
In the 1990s, John Kotter investigated change processes in over 100 companies. From this research, he came up with a coherent and convincing set of reasons for why corporate change initiatives often fail and what needs to be done to significantly increase chances of success.
Starting with what he found about ineffective change processes, we can identify the following factors:
o Complacency and delay
o Lack of alliances, partnerships and networks
o No agreed, compelling vision of the future
o Failure to communicate a persuasive vision
o Not fully addressing restraining forces
o Ignoring “low hanging fruit” and “easy wins”
o Not committing to commitment
o Superficial and cosmetic changes that do not address the rituals and informal structures of the organisation
Not surprisingly, Kotter’s recommendations for effective change, as set out in his 1995 book “Leading Change”, are simply the reverse side of the previously identified errors:
o Rather than complacency and delay, a strong and pervasive sense of urgency must be created
o Next, a partnership for change needs to be built, creating a powerful group of like minded people who can lead the change. Such a team does not necessarily have to fully match the traditional organisational hierarchy.
o The law of attraction tells us that all purposive and beneficial change needs to start with a clear and compelling vision, and that this vision needs to be communicated over and over again through a variety of both formal and informal channels.
o Blocks to change can be people, processes or structures. Those that can not be changed need to be removed and to be seen to be removed.
o Short term wins create a sense of forward momentum and an appetite for further growth. They provide tangible evidence that change can happen. Change is much easier to deliver as a series of small, progressive steps than as one overarching goal. To quote Watzlawick et al (1974), “Change can be implemented effectively by focusing on minimal concrete goals, going slowly and proceeding step by step rather than strongly promoting vast and vague targets.” (to see a detailed review of the ideas contained in this influential book on change, use the following link: http://www.personalbusinesscoach.co.uk/extra25.html)
o Building on Watzlawick et al’s principle of step by step change, it is also important that the gains from each step are consolidated and embedded, thereby providing a solid and enduring foundation for future sustainable change and growth.
o Finally, to be durable, change needs to become “part of the way we do things around here.” It needs to be rooted in the rituals, informal structure and culture of the organisation.
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