Kotter’s 8-Step Change Model Chart
Apply: Kotter’s 8-Step Change Model Chart
1. To prepare for the Week 2 Assessment, consider a past or current professional experience where a culture change was needed.
Using the Organizational Change Chart, outline information about the experience and organization following Kotter’s 8-Step to Change Model as a guiding line.
Kotter’s 8-Step Change Model
o Step One: Create Urgency.
o Step Two: Form a Powerful Coalition.
o Step Three: Create a Vision for Change.
o Step Four: Communicate the Vision.
o Step Five: Remove Obstacles.
o Step Six: Create Short-Term Wins.
o Step Seven: Build on the Change.
o Step Eight: Anchor the Changes in Corporate Culture.
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Organizational Change
Name
Institution/Department
Course
Instructor
Due Date
Kotter’s 8-step Change Model
Create Urgency: Kotter’s 8 step change model was essential in facilitating change within the organization’s culture since it is a process used to plan and implement changes (Mourfield, 2014). The goal of the organization was to offer affordable and safe products for the people and doing so in a way that enhances social and environmental sustainability, economic opportunity and creates value of the business to the people. However, the organization has had an unsustainable culture. There were no proper approaches that promoted economic, environmental and social sustainability within the organization. Therefore, there was a need to shift from unsustainable to sustainable business practices to enhance sustainability.
Forming a Powerful Coalition: The organization formed a strategy development team working on this project. The strategy development was a powerful coalition that involved the senior management and employees to facilitate the success of the idea. To lead this change within the organization, we had to work closely with all the employees and get feedback on the organizational change.
Create a Vision for Change: To create a vision of change within the organization, we had to work towards explaining the importance of this approach to the employees and how it will help the organization in sustainable strategies and development.
Communicate the Vision: Communicating the vision was essential to ensure that the employees and management positively engage with what is set out for the organization (Tang, 2019). To effectively communicate the vision, the employees were addressed on the importance of the sustainable practices that meet the needs of stakeholders and clients.
Remove Obstacles: The major challenges while implementing the change were human challenges. There were people within the organization that failed to understand the importance of the sustainable practices and ignored the change. To remove the obstacles, there were extra efforts to ensure that everyone understood the need for change.
Create Short-Term Wins: After ensuring that everyone understood the relevance of the change, a pilot-scale that offered weekly performance of the organization and employees to facilitate sustainability.
Build on the Change: After the successful pilot scale, the change was implemented in the organization. Sustainable operational strategies were implemented with an initiative to make an impact in the future.
Anchor the Changes in Corporate Culture: The change was incorporated into the organization culture to establish reinforce the employees, evaluate their performance as well as indicate clear performance expectations for a sustainable business strategy.
References
Tang, K. N. (2019). Change management. In Leadership and Change Management (pp. 47-55). Springer, Singapore.
Mourfield, R. (2014). Organizational change: A guide to bringing everyone on board. Management.
