KOTTER CHANGE MODEL

Integrative comparison

KOTTER CHANGE MODEL

When comparing the leader change and orgnazational beaviour and management, the suggested point s of Kotler truly identifies the need for the leader's role in the organization. These change efforts, known under different names such as approaches and total quality, reengineering, resizing (downsizing), restructuring, cultural change or transformation, to name a few, have been based on a common set of stages that the process should move exchange, which requires considerable time for implementation, along with a comprehensive and efficient administration because of skipping a few steps would give us only the illusion of speed changes, but without producing satisfactory results. Moreover, critical errors occur at any stage would have devastating effects, with a consequent reduction in the pace of change and negating the benefits achieved previously.

The model of the stages of change developed by Kotter comprises eight steps to transforming organizations and achieving success

Create a sense of urgency

Form a powerful coalition

Create a Vision

Communicate the vision and corporate strategies.

Empower others to act on the vision of the organization.

Secure short-term results.

Consolidate improvements and continue to deepen the changes.

Anchor the change in corporate culture

Kotter goes a bit beyond this stage to state in "Leading Change", that organizations require a strong "alliance leader", which is not only the combination of those which, if neglected, could block or hinder the process of change, the alliance must have the characteristics: 1) position, 2) expertise (the set of skills, perspectives and experiences of the team), 3) credibility, 4) leadership.

Whether you are considering a small change in one or two processes or if you have a significant change in the entire organizational system, it is usual to feel uncomfortable and intimidated by the magnitude of the challenge. Know that change is necessary but does not quite know how to make it happen. Where to begin? Who is involved? There are many theories about how to "do" change. Many of them come from John Kotter, a very well known professor from Harvard Business School and a professional on organizational change. He presented his idea on 8-step process to change in his book "Leading Change" ("Leading Change"), published in 1995 that has also been discussed in the Ivancevich, Konopaske and Matteson textbook "organizational Behavior and Management.

The 8 steps of John kotter are discussed briefly:

Step 1: Create a sense of urgency

For change to occur, this point actually helps the organization overall in developing. Making a sense of urgency that is required with the turbulent change. This helps very much in making the initial motivation and to make the better understanding of the requirement that the company needs.

This is not just a statistic showing poor sales or talk about the growing opposition. It just plays around the organizational level to convince about what is being currently the issue in the market and what are the new techniques that your competitor is going to play. If the organization feels the need for the proposed change, not only urgency can be feed and build it but also ...