1.0 Introduction
The 8 Stage Process was introduced by an American leadership guru, John
Kotter in 1996. It was introduced to improve organization ability and increase
the chances of success. This model is top-leadership model for change that
discuss what leader or manager should do to make sure that organization
implement change for a better future. Kotter’s model has been recognised as one
of the well-known approach to organizational transformation process.
What
is ‘CHANGE’..?
•
It
is an act or process through which something becomes different from before.
•
It implies
movement toward a goal, an idealized state, or a vision of what should be and
movement away from present conditions, beliefs, or attitudes.
•
Actions
that result in the transformation of a given aspect of work.
Why we
need ‘CHANGES’..?
•
Individual
: In our daily life, we make a changes to be a better person and help us move
forward. We as human being need ‘change’ for our personal growth, build our new
beginnings, create more opportunities and also to increase our life values.
Changes will lead us to where we want to be and we also will look life from
different perspective.
•
Organization
: It is very important for growth opportunities of the organization. It also
can increase competitiveness and employee can learn new skills and also explore
new ideas. Besides that, with the rapid changing of global technology and
economy will urge any organizations to make a changes in order to move forward
parallel with it. Changes is important to make sure organization is in the
right track to achieve goals and objectives.
2.0 Discussion
 |
Figure
1 : Kotter’s model of change
Research
has been done and proved that major or drastic changes in any organization can
lead to the failure. It is found out that only 30% was success, while another
failed to achieve the desired result. Thus, this model was introduced as a
guiding tools to managers; step by step. It is hope that, by following this step, organization can avoid and minimal
the potential failure.
Step
1 : Create Sense Of Urgency
This is the most important step. According to the
study, 50% of the companies failed to make change at the very beginning.
Manager must work hard at this step before moving to the next step.
• Management
must make some effort to the employee and create the sense of urgency to change.
• Top
management must spark motivation to get things change and make employee
understand why the changes is important; by inspire them to move from current
state to future state.
• This
step requires and open, honest and convincing way to convinces employees of the
importance of taking action. This could be accomplished by talking with them
about potential threats, showing what could happen in future or by discussing
possible solutions.
Step
2 : Create A Guiding Coalition
• Management
must form a group who have enough power to lead the changes.
• Coalition
must have the right composition, a significant level of trust, and a shared
objective. It also need the involvement of junior and senior personnel that
meet the needs.
• This
group manages all efforts and encourages the employees to cooperate and take a
constructive approach. Preferably, this coalition is made up from employees
working in different jobs and positions so that all employees can rely on the
group and identify themselves with the team members.
Step
3 : Create A Strategic Vision
• The
change visions clarifies how the future will be different from the past.
• The
vision must clear, understandable and also relevant.
• Formulating
a clear vision can help everyone understand what the organization is
trying to achieve within the agreed time frame. It makes changes more concrete
and creates support to implement them. The ideas of employees can be
incorporated in the vision, so that they will accept the vision faster.
• Manager
also need to set strategies that will use in order to achieve their goals.
Step
4 : Communicate The Vision
• The
most important objective for this step is to create support and acceptance
among the employees. This can only be achieved by talking about the new vision
with the employees at every chance and by taking their opinions and concerns.
The new vision must be fully adopted across the entire organization.
• Managers
must using every channel of communication possible to communicate the new
vision and strategies.
• The
guiding coalition teaching new behaviours and leading by example.
Step
5 : Remove Obstacles
• Leaders
must take action in an effective way to remove any obstacles and barriers.
• Removing
obstacles can empower the people to execute vision, and it can help the change
move forward.
• Before
change is accepted at all levels, it is necessary to remove obstacles that
could undermine the vision. By entering into dialogue with all employees, it
will become clear who are resisting the change.
• This
step is to encourage acceptance of the vision by the employees, it helps when
their ideas are incorporated and implemented in the change process.
Step
6 : Create Short Term Wins
• Managers
must create short-term goals so that the employees have a clear idea
of what is going on. When the goals have been met, the employees will be
motivated to fine tune and expand the change.
• By acknowledging
and rewarding employees who are closely involved in the change process, it
will be clear across the board that the company is changing course.
Step
7 : Sustain Acceleration
• Change
is a slow-going process and it must be driven into the overall
corporate culture.
• Organization
needs to keep looking for improvements. Only after multiple successes have been
achieved, it can be established that the change is paying off.
Step
8 : Institute Change
• Finally,
to make any change stick, it should become part of the corporate culture when
it has become a part of the core of the organization.
• It
is important that leaders continue to support the change. This includes
existing staff and new leaders who are brought in.
• Organization
must create plans to replace key leaders of change as they move on. This will
help ensure that their legacy is not lost or forgotten.
3.0 Conclusion
• This model was found to be an effective way of
managing the change, although some adaptation was required to suit the Process
to the needs of the organisation. However, it was found that in practice the
use of the Process was significantly more complex.
4.0 References
• Kotter J (1996) Leading Change. Harvard Business
School Press, Boston.
• Pollack, J. & Pollack, R. (2015) Using Kotter’s
Eight Stage Process to manage an organisational change program: presentation
and practice. University of Technology, Sydney.
Prepared by :
AZHANI BINTI ISMAIL
824301
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