The change model of John Kotter
Step 1: Establishing a sense of urgency
According to Botha and Venter (2022: 245), in this stage, leaders must establish the necessity for change and foster a sense of urgency about it (Botha and Venter 2022: 245). Employees must be persuaded that failing t...
According to Botha and Venter (2022: 245), in this stage, leaders must establish the
necessity for change and foster a sense of urgency about it (Botha and Venter 2022:
245). Employees must be persuaded that failing to change would endanger or hinder the
organization’s ability to continue succeeding in order to instill a feeling of urgency
about the need to change (Botha and Venter 2022: 245). For example, in the case study,
Ms Cynthia Carroll as CEO of Anglo American, was able to initiate the necessary
change in order to bring safety to the work environment with was an urgency.
Step 2: Creating the guiding coalition
A coalition that serves as a guiding force for change within an organization is made
up of people who possess the necessary knowledge, abilities, and attitudes (Botha
and Venter 2022: 245). As described by the term "change agent," a member of an
organization responsible with managing change, this set of people ought to take on
the role of change agents (Botha and Venter 2022: 245). The creation and
implementation of a change roadmap is one of the steering coalition's major
responsibilities (Botha and Venter 2022: 245). A fair mixture of persons who
complement one another should make up the coalition (Botha and Venter 2022: 245).
Step 3: Developing a change vision
This step's goal is to develop a compelling change vision that employees can support
and will inspire them to embrace change (Botha and Venter 2022: 245). A change
vision should emphasize the organization’s goals and the need for change.
, Kotter offers recommendations for a strong change vision (Botha and Venter 2022:
245). It must offer a compelling, unambiguous picture of the future, in other words, it
should be conceivable, appealing to stakeholders' long-term interests and,
consequently, desirable; realistic and attainable; focused and clear enough to guide
decision-making; and flexible, allowing individual initiative and alternative responses
as circumstances change (Botha and Venter 2022: 245). It should also be simple to
communicate and explain (Botha and Venter 2022: 245). Determining the
transformation vision and the broad plan for attaining it is a step in the strategy
formulation process in strategic management (Botha and Venter 2022: 245).
Step 4: Communicating the vision for buy-in
It is not sufficient to simply inform employees about change; they also need to
comprehend what it implies, why it is essential, and why it will be advantageous
(Botha and Venter 2022: 246). Consistent and widespread communication about the
shift is required (Botha and Venter 2022: 246). Through the actions and words of
leaders, one of the most effective methods for communicating the vision is used (Botha
and Venter 2022: 246).
Step 5: Empowering broad-based action
The people in charge of bringing about change must be given the authority to do so,
and barriers to change both actual and potential must be eliminated (Botha and
Venter 2022: 246). Both structural and human hurdles, such as reluctance to change or
a lack of skills, may be present (Botha and Venter 2022: 246). Structural barriers
include systems that are not aligned with the necessary change (Botha and Venter
2022: 246).
Step 6: Generating short-term wins
The process of implementing a strategy at a large scale can be drawn out. It's essential
to demonstrate some immediate outcomes in order to maintain the momentum (Botha
and Venter 2022: 246). According to Kotter, this could involve
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