Kotter's 8-Step Change Model of Management

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  • 1:06 Establishing a Sense…
  • 2:25 Creating the Guiding Coalition
  • 3:26 Creating and…
  • 5:12 Empowering Broad-Based Action
  • 6:51 Producing More Change
  • 8:07 Anchor the Changes
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Lesson Transcript
Instructor: Sherri Hartzell

Sherri has taught college business and communication courses. She also holds three degrees including communications, business, educational leadership/technology.

This lesson details the steps involved in Kotter's eight-step change model including: create urgency, form a powerful coalition, create change vision, communicate the vision, remove obstacles, create short-term wins, build on the change, and anchor the change in organizational culture.

Kotter's Model of Organizational Change

Today's organizations are faced with an increasing need to adapt to new realities that almost always result in some organizational change. The process of implementing change in organizations is often complex and challenging for most managers. To help managers successfully implement change, it is recommended that they use some version of a change model to increase their chances of successful implementation. While there are many models for change management, most of them originate from the work of John Kotter's eight-step change model. Specific steps in the model include: establish a sense of urgency, create the guiding coalition, develop a vision and strategy, communicate the change vision, empower broad-based action, generate short-term wins, consolidate gains to produce more change, and anchor change in the organization's culture.

His eight-step change model includes establishing a sense of urgency.
John Kotter

Establishing a Sense of Urgency

Employee buy-inestablishing a sense of urgency

Maintenance of the organization's status quo should be viewed as a threat to the employees' futures, making members more likely to embrace the change. In other words, employees should feel uneasy about doing the bare minimum when competitors are off creating new products or services; rather, employees should find security in innovation and express a willingness to accept change. Managers should take the time to have an open and honest conversation about where the organization stands in the marketplace and provide compelling reasons for what needs to be done to secure the longevity of the organization.

Creating the Guiding Coalition

Once individuals feel that there is a need for change, their energy needs to be directed and guided so that the change process can begin. Change is often chaotic; however, when that change is directed, it affords organizational members a road map and a destination. Managers who are tasked with introducing and managing the change process need to create the guiding coalition by selecting and recruiting a team of individuals who will be capable of carrying out the change. Such individuals might be chosen for their authority, level of expertise, resources, knowledge, or skills. The manager will then need to identify who will be responsible for what during the change process; the goal is to have a good mix of people so that any weaknesses in team members can be offset by the strengths of others. It is also recommended that managers work on team building to strengthen the guiding coalition as a unit.

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