Change Management- The Eight Stage Change Process

John Kotter, the Konosuke Matsushita Professor of Leadership at the Harvard Business School, has developed a model for leading change that offers a valuable tool to project management professionals. His model is a result of many years of experience in consulting with hundreds of organizations. He observed the myriad difficulties associated with change efforts, distilled the common themes and turned them around into a prescriptive framework.
 
The Kotter Eight Stage Change Process
 
1) Establishing a Sense of Urgency
- Examining the market and competitive realities
- Identifying and discussing crises, potential crises, or major opportunities

2) Creating the Guiding Coalition
- Putting together a group with enough power to lead the change
- Getting the group to work together as a team

3) Developing a Vision and Strategy
- Creating a vision to help direct the change effort
- Developing strategies for achieving that vision

4) Communicating the Vision
- Using every vehicle possible to communicate the new vision and strategies
- Having the guiding coalition role model the behavior expected of employees

5) Empowering Broad-Based Action
- Getting rid of obstacles
- Changing systems or structures that undermine the change vision
- Encouraging risk taking and nontraditional ideas, activities, and actions

6) Generating Short-Term Wins
- Planning for visible performance improvements, or "wins"
- Creating those wins
- Visibly recognising and rewarding people who made the wins possible

7) Consolidating Gains and Producing More Change
- Using increased credibility to change systems, structures, and policies that don't fit together and don't fit the transformation vision
- Hiring, promoting and developing people who can implement the change vision
- Reinvigorating the process with new projects, themes, and change agents

8) Anchoring New Approaches in the Culture
- Creating better performance through customer- and productivity-oriented behaviour, more and better leadership, and more effective management
- Articulating the connections between new behaviours and organisational success
- Developing means to ensure leadership development and succession

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