Change Phases
(Kotter)

Preventing common mistakes in change processes. Explanation of Change Phases of John Kotter. ('90)

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Often, creating value requires significant change. John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990) that there are eight reasons why many change processes do not succeed:

Eight reasons why many change processes don't succeed

Allowing too much complacency.
Failing to build a substantial coalition.
Not understanding the need for a clear vision.
Failing to clearly communicate the vision.
Permitting roadblocks against the vision.
Not planning for short term results and not realizing them.
Declaring victory too soon.
Fail to anchor changes in corporate culture.

The change phases model

To prevent making these mistakes, Kotter created the following Change Phases model. It consists also out of eight steps:

Establish a sense of urgency.
Create a coalition.
Develop a clear vision.
Share the vision.
Empower people to clear obstacles.
Secure short-term wins.
Consolidate and keep moving.
Anchor the change.

According to Kotter, it is crucial to follow the eight phases of change in the above exact sequence.

Book: John Kotter - A force for Change -

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Recent User Comments

    			 
              - Australia
  	       
  		     Change Phases [Kotter]
  	  		 "I would recommend John Kotters 8-Step Change Process to any organization, irrespective of size or location.  It works every time as long as the change leaders have true leadership qualities, are respected and trusted by the staff. With careful planning and preparation very little could go wrong!"
  			   
    	  		 0

    			 
              - Australia
  	       
  		     Kotter's 8-Step Change Process
  	  		 "Kotter's 8-Step Change Process is clear, concise and simple to implement.  It is a superb framework for change.
Before implementing it, please ensure that the strategic direction is clearly defined, there is a change program and a detailed implementation plan has been disseminated and debated/discussed in an open forum.
Change leaders must be willing to [1] listen, [2] learn, [3] understand, and [4] maintain open communication before, during and after the change process. In my experience it is essential that everyone works from a shared information base and that leaders promote an organizational culture that is inclusive rather than divisive or exclusive.  An inclusive culture encourages a "Win-Win" outcome based on mutual respect, even for "dissidents". It follows that all types of resistance to change must be treated as feedback and discussed accordingly.  This objective approach helps eliminate angst and animosity whilst promoting honest dialogue and active participation."
  			   
    	  		 0

    			 
              - Netherlands
  	       
  		     Disadvantages of the Kotter Theory
  	  		 "I would like to know If someone thinks there are disadvantages to using the Kotter Change theory?"
  			   
    	  		 0

    			 
  			   Debbie - USA - USA
  	       
  		     Kotter's 8-Step
  	  		 "A change is happening in my company - our accountant will be happy.  She currently pays all personal bills for the Directors.  Change for them.  Resistance will be enormous.  We will use Kotter's process.  Comments?"
  			   
    	  		 1

    			 
  			   Stephen - USA
  	       
  		     Neglecting the Change Phases
  	  		 "I lead a change process where I was acutely aware of the fact that the initiation of change was based on a positive vision but nothing was broken, we had no "burning platform". I was not in the position to generate one either. Having the awareness that nothing was broken that needed fixing has been very valuable in the communication of the benefits of the change."
  			   
    	  		 0

Best User Comments

    			   
    			     Ken - USA
  	         
  				   Our Iceberg Is Melting
  				   "A recent book by Kotter is: Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions. In this light, quick read in the form of an allegory, Kotter explains his 8-step framework for effective corporate change through the tale of a colony of Antarctic penguins facing danger. By using this form and appealing to the 'human side' of change, Kotter makes his model more accessible to the broad range of people needed to effect major organizational transformations.
"
    			   
        	  		 -2

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12manage for:

                     
                      ●  (UK)
                      
                    Disadvantages of the Kotter Theory
                    "Having used Kotter for many years, with a good rate of success, the only thing I can say is that the process is good and logical which might give you a tendency to rely on it too much.  I always need to pinch myself at some stage in the process and remember there are resisters out there who might say they 'get it' but either don't, or don't want to and can be explicit or implicit in frustrating what otherwise is accepted as a good plan of action.

In short, always look out for de-railers - even if all else says we are 'green for go'."

                     
                      ●  (New Zealand)
                      
                    Kotter's 8 Step
                    "What products / services does your company sell? What is the business environment telling you? Having used Kotter several times and failed in some, it has built the successes! You fear the "resistance" and this will be your key, I suggest. Therefore what is the driver for "a change is happening in my company" what Kotter says is the behavior...that energizes colleagues, that beams a sense  "lets go" ch 1 of Kotter's Heart of Change. Then I would be interested to comment more."

                       
                        ●  (UK)
                        
                      Our Iceberg Is Melting
                      "I totally agree, the Kotter model is simple and everyone gets it, there are too many change models out there that do not work because thery are too difficult for people to understand. Any change model needs to be easy to understand and the 8 steps hits the mark."