Change is not only part of life, it’s a crucial part of life and its every aspect. While sometimes we seek out change and other times change is thrust upon us, one thing is certain – change is a constant. The same is true in business – we can either change and grow or stand still and begin to die. We have a choice to embrace change and use it to propel us, or oppose it and fight a battle lost. As a leader/manager, it’s your responsibility to keep change as part of the company, while inspiring others to follow suit on your way to success.
However, before you can do any of that, you must understand change and its nature. The next few posts will explore and compare theories of successful change. Pay attention to your role and responsibility to lead and inspire, as well as the roles of others.
Kotter's eight-step process to change
Change indicates replacing one thing with something else. It suggests moving to a different phase/state. Such actions often require planning and effort, and can be seen as difficult to achieve. Kotter (1996, p.21) describes an eight-stage process for creating major change. The first stage calls for establishing a sense of urgency. This is when the current situation is examined, potential or current crisis evaluated, and opportunities reviewed. Identifying and utilizing reality is a powerful way of creating a sense of urgency, which in turn is crucial to gaining cooperation. Kotter’s second stage of the change process involves creating the guiding coalition. This entails the assembly of a group powerful enough to lead change. An effective leader along with a strong team of followers play an important role in successful change.
The third stage of Kotter’s eight-stage process for change refers to developing a vision and strategy, which is followed by communicating the change vision. It’s important to not only have a clear goal, but to make it highly visible. The next step requires that working towards the change is encouraged by removing obstacles and empowering people to take actions. Kotter’s sixth step addresses the need to focus on short-term wins. A grand vision with a large goal may seem unattainable. Focusing on smaller goals/steps and celebrating their achievement provides encouragement and momentum as the team moves towards the ultimate goal. The seventh stage of successful change focuses on taking advantage of consolidating gains and then producing more changes. Finally, Kotter stresses the need to anchor new approaches in the culture. Focusing on making the new ways part of the culture ensures lasting change.
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
