Kotter (1995) discusses eight errors that most likely contribute to the failure of transformation efforts. These errors include: (1) not establishing a great enough sense of urgency, (2) not creating a powerful enough guiding coalition, (3) lacking a vision, (4) under-communicating the vision, (5) not removing obstacles to the new vision, (6) not systematically planning for and creating short-term wins, (7) declaring victory too soon, and (8) not ancoring changes in the corporation’s culture. Cox (2001) proposes his Model for Cultural Change. This model for organizational change is a “response to the challenge of diversity” (p. 18). The five areas of importance are leadership, research and measurement, education, alignment of management systems, and follow-up.
Leadership plays an important role in the Model for Cultural Change. As described by Cox (2001, ch. 3), successful leadership entails establishing a vision, creating a sense of urgency and motivating others. Furthermore, leaders “cultivate necessary conditions for achievement of the vision” (p. 18). Cox’s ideas regarding leadership in cultural change correspond with the first five of Kotter’s (1995) errors.
Cox (2001, ch. 4) underlines the importance of understanding baselines and measuring progress. It’s crucial to know where we are before we can define where we want to be and create a plan of how to get there. The research and measurement component of the model provides for effective planning, including short-term wins. This corresponds with Kotter’s (1995) sixth error.
The ideas of education and training, aligning management systems, and follow-up (Cox, 2001, ch. 5-7) all lend themselves to helping with issues addressed by Kotter’s (1995) final two errors. Education can help us to better understand change, which can in turn lead to preventing premature declaration of victory and help to anchor the change in the corporate culture. Similarly, the alignment of management systems promotes a better understanding of change and hopefully a smoother, more successful transition process. Effective follow-up means accountability, which provides an opportunity for ongoing improvement.
A successful cultural change model will incorporate a careful consideration of Kotter’s (1995) ideas regarding the most common transformation errors along with Cox’s (2001) proposed concepts necessary for effective transformation. Since real and lasting change comes from the top, leadership plays a crucial role in the transformation process. As they inspire others to follow them, true leaders lead by example. Aligning people and processes is as important as ongoing improvement and follow-up.
Cox, T., Jr. (2001). Creating the Multicultural Organization. San Francisco, CA: Jossey-Bass.
Kotter, J. P. (1995 March/April). Why Transformation Efforts Fail. Harvard Business Review, 00178012, Vol. 73, Issue 2.
