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Souvent, créer de la valeur exige un changement significatif. John Kotter conclu dans son livre « A force for Change : How Leadership Differs from Management » (1990) qu'il y a huit raisons pour lesquelles beaucoup de processus de changement ne réussissent pas :
Huit raisons pour lesquelles beaucoup de processus de changement ne réussissent pas
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Permettre trop de complexité.
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Echouer à construire une coalition substantielle.
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Ne pas comprendre le besoin de vision claire.
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Echouer à communiquer clairement la vision.
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Laisser faire barrage à la vision.
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Ne pas planifier les résultats à court terme et ne pas les réaliser.
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Déclarer la victoire trop tôt.
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Ratez l'ancrage des changements à la culture de l'entreprise.
Le Modèle des Phases de Changement
Pour empêcher de faire ces erreurs, Kotter a créé le modèle suivant des Phases de Changement. Il comprend également huit étapes :
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Établissez un sens des priorités.
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Créez une coalition.
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Développez une vision claire.
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Partagez la vision.
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Responsabilisez les personnes pour enlever les obstacles.
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Fixez les buts à court terme.
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Consolidez et continuez à avancer.
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Ancrez le changement.
Selon Kotter, il est crucial de suivre les huit phases du changement dans la séquence exacte ci-dessus.
Livre : John Kotter - A force for Change - 
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 Phases de Changement de Kotter
La vision et son partage doivent précéder la phase de priorisation.
De la vision doit découler des projets articulés dans le temps qu'il convient de prioriser
On pourra se référer à P. Senge qui développe une vision utile de la déMarche.
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Add Unlearning to Kotter's Change Phase Model
Even when a lot has been discussed about why change process don't succeed and various points have been outlined, but I feel that the power of unlearning has been left out in all these discussion so far. Even Kotter's change theory does not tal...
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Kotter and Public Sector Change
As a 2yr MBA student and a middle manager within the fire service, I'm investigating an organisational change programme.
I am interested to hear of public sector organisational change programmes that have been based upon Kotter's 8 step model. ...
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How is the Change Presented and Communicated?
Though I believe that with change management substance is important, I believe that form is also important.
That which is first noticeable in the continuum of change is quite often form. With form, I'm suggesting that the way you present cha...
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Kotter Change Steps for Political Change
Since I learned the 8 steps change approach of Kotter, I've started following them in my business initiatives and I noticed that although not easy to do, it leads to success for sure if they are faithfully executed.
I've started a ...
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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 aware...
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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 o...
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Phases du Changement Groupe d'Intérêt Spécial
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Phases du Changement Enseignement & Evènements
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 The Roles of Top and Middle Management in Change
Top management must commit itself in words and deeds to accomplish the planned change. We must go more for substance rather than form. Engagement is necessary and the role of middle management is crucial as facilitators and communicator...
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Creating the Right Conditions Before Implementing the 8 Steps
Kotter's 8-Step Change Process is clear, concise and simple to implement. It is a superb framework for change. Before implementing it, please e...
Usage (application) : Things to do Before Starting a Major Change Initiative
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Personal Networks of Successful Change Agents
Organizational change is often difficult to achieve because it disturbs the hierarchical structures and the way to accomplish things. For this reason ...
Usage (application) : Leading Major and Minor Change Initiatives
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Leadership Strategies for Change
In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through Change program, in whic...
Usage (application) : Initiate, implement, develop and sustain change
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Why Employee Involvement (Phases 1-5) is so Important
The concept of bases of social power is very important for organizations in the context ...
Usage (application) : Acknowledging the Power of Employees
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Strategic Change is Acausal and Subject to Equifinality
The change phases concept by Kotter represents a traditional reflection on the problem of strategic change, the constructivist systematic approach of ...
Usage (application) : Understanding the True Complexity of Organizational Change
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Key Success Factors when you're Designing your Change Management Program
In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, December 20, 2010), Ashley Harshak...
Usage (application) : Best Practices, Change Management, Organizational Change
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Innovating Under the Radar
If somewhere below in a large corporation an innovator has a very bright, daring, promising but for some perhaps also threatening idea, the traditiona...
Usage (application) : Avoiding 5 Obstacles to Major Innovation
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Assessing the Risks of Change and the Organization’s Capacity for Change
In their book "Transforming Public and Nonprofit Organization – Stewardship for Leading Change", James Edwin Kee and Kathryn E. Newcomer argue that th...
Usage (application) : Leading Change
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Causes for Resistance Behavior
Identifying the forces against change involves a two-step approach. First, the change agent needs to identify resistance behaviors, which can r...
Usage (application) : Identify Forces Against Change
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Unfreezing, Moving, Freezing
Kotter's Change Phases are a further refinement of the 3 phases/stages of change identified by early 20th century psychologist Kurt Lewin:
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Strategic Change: Why, What, When, Who and How
If we need to change strategically, we need to think about why, what, when, who and how:
- Why do we want to change? - the constraints imp...
Usage (application) : Preparing Strategic Change
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The 7C Framework for Successful Personal and Professional Change
In the article 'Managing Yourself: How to Embrace Complex Change", Brimm (2015) provides a framework of seven C’s that can guide one successfully thro...
Usage (application) : Personal Change, Professional Change, Personal Transition, Professional Transition, Embracing Change
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A Closer Look at How Change and Innovation Decisions are Made
Kim, T (2015) elaborates on decision making on "non-routines" or innovations. According to him, non-routines can be seen as innovation in the sense th...
Usage (application) : Decision-making on Organizational Change, Innovation Decision-making, Contingent, Participative Decision-making
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The Role of the CEO in Strategic Change Initiation
In management literature the role of the CEO in formulating and implementing strategic change has often been emphasized.
An interesting view to s...
Usage (application) : Communicating Strategic Change
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Comparez Les Phases de Changement avec : Six Approches du Changement | Oubliez Empruntez Apprenez | Organisation Organique | Analyse du Champ de Force | Enquête d'Appréciation | Déviance Positive | Changement des Cultures d'Organisation | Types de culture | Théorie du Noyau Dur | Théorie du Comportement Planifié | Réingénierie des Processus de Gestion
| Kaizen | Gestion du changement | Fondement DICE | Equation du Changement | Dimensions du Changement | Gestion Orientée Résultats | Modèle Causal de Performance Organisationnelle et de Changement
Retour vers la page des disciplines de Management : Changement & Organisation | Ressources Humaines | Leadership | Management de Projet et de Programme | Stratégie
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