8 steps for change management

A Professor of "leadership and change management" at Harvard Business School named John Kotter introduced a model change that elaborated into 8 key steps in the year 1995 in his book, entitled "Leading Change" or "leading change". John Kotter's 8-step change is introduced to enhance the ability of the Organization to change and to increase the chances of its success.



By following the 8 steps to this change, organizations can avoid failure and increase success in implementing the changes.

Not all the employees or members of your organization comfortable with change, some even regard the change as something. That is damning and negative minded to changes that will be applied by management. But it is a step that's important to your organization or company can exist and won the competition. Following the 8-step Change Model Kotter this will help the organization managed to apply the changes.

Steps by step process for change management

The first three steps of the 8 step change according to Kotter is creating the right climate for change. To the 4th step 6 connect the changes to the Organization. While the last two steps i.e. step into the 7th and 8th is a step implementation and consolidation changes.

The following is an 8 step change introduced by John Kotter or usually referred to as "Kotter's 8-Step Change Model".

Foster a sense of Urgency (Create a sense of urgency)

The first step in the Step 8 Change Kotter's this Model is creating urgent need or foster a sense of urgency over the need for a change. If we can create an environment where every individual within the Organization are aware of the problem and can see a solution. That can solve problems occurred, then the support for the changes will increase. This will also trigger the initial motivation to make all individuals in the organization is moving in favor of the change.

According to Kotter, this step is a step of preparation and about 75% of the company's management should be involved in these changes. So that the success rate of these changes becomes higher. It stresses that it is important to prepare yourself before entering into the process of change.

This step creates the ' need ' for a change, not just the ' desire ' to change. This is particularly important when it comes to the support and success of changes that may occur.

To form a strong Coalition (Build a guiding coalition)

After creating a sense of urgency and the need for change, we need to convince others to get together to make a change. Therefore, we need to build a coalition to help us steer others to make changes. This requires strong leadership and real support from key people within our organizations. The coalition that we build must be compose of a variety of skills, experience, knowledge, skills, work unit, or even people. Who come from other areas of the business to maximize its effectiveness.

The Coalition can help us spread the message to the entire organization, delegate tasks and ensure there is support for change across the organization. The team members collaborate, complement each other and can encourage each other to work harder so that the success rate of this change will be higher.

Creating the vision changes (Create a Vision for Change)

 Initiatives of change may be very complex and often difficult to understand or be understood by all Member organizations are mainly members of the organization. Who are on the very bottom of the hierarchy of the organization. Therefore, creating a vision that is easy to understand and summarize the overall objectives will change is a very useful way to get the support of the entire organization. In addition, it must be easy to understand and simple, vision must also be an inspiration in order to effect the reach it wants the most level maximum.

To Communicate the vision changes (Communicating the Vision)

 The vision of change that has been created must be communicated throughout the Organization so that it can get the support of all members of the organization. The vision of this change not only communicated when the existence of the meeting only, but should be discussed every time there is a chance. Use this vision every day to make decisions and problem solving.

Remove Obstacles (Removing Obstacles)

 The first four steps are crucial in building the strength of the initiative a change we are going to do. The next step is to find and know the odds or obstacles what would likely hinder our changes. Obstacles or barriers that can come from the personal member organization, legislation and tradition. Identify as early as possible and use the resources available to break it down without having to interfere with other activities in our Organization.

Create a short term Goal (Creating Short-Term Wins)

The change process and requires time to get results so it will be resulted in loss of support or lose the passion for change in a process of change that takes place within a period of time. This is because most members of the Organization will assume. The business they have done is useless if you are not able to view the success or victory will be a change in the time quickly.

Therefore, in order to foster a spirit of support and maintain will this change. We have to show the advantages and objectives of creating success for a period short. Short term targets is also a useful tool to motivate and change direction as against us. Short term victory success or it can be used to assess the investment we have already issued and return. To help motivate members of your organization or company employees to continue to support the changes.

Continue to Foster changes that have created (Build on the Change)

 A lot of the process of change that ends up failing. Because of a sense of complacency and success reveal too early. Therefore, Kotter argues that it is very important to maintain and strengthen. The keep the change even though it has reached a desire change. Stay tuned to set goals and analyze what can be complete better for ongoing improvement.

Confirm it Changes into the culture (Anchor the Changes in Corporate Culture)

Just change the process and habit alone is not enough to instill a culture of change throughout the organization. Changes should be part of the core of the Organization so that changes can give the effect of a long benefits. Maintain the senior in the change and encourage employees. To adopt new changes will help promote changes to the entire organization.

According to Kotter, the change is not an easy and quick process. So it takes steps planning changes and even when a change is implement much more should be done to ensure its success. We are advised to follow the steps of change this initiative. To ensure the Kotter change we can succeed and deliver benefits for the organization.