Kotter’s 8-Step change model, explained
As you navigate the challenges of leading change in your organization, you might find John Kotter's 8-Step Change Model a useful framework to keep in mind.
This approach, developed by Harvard Business School professor John Kotter, offers a structured approach to implementing lasting change. Let's break it down and see how you can apply it in your work.
Kotter’s 8 step change model diagram
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The eight steps of change
1. Create a sense of urgency
Start by helping your team understand why change is necessary. Share concrete data, competitive threats, or customer feedback that highlights the need for action. You might say, "Look, our customer satisfaction scores have dropped 15% in the last quarter. We need to act now."
Tip: Use the "burning platform" analogy. Paint a vivid picture of what might happen if change doesn't occur. For instance, "If we don't improve our customer service, we'll lose 30% of our business to competitors within a year."
Method: Conduct a SWOT analysis with your team to identify threats and opportunities, making the need for change apparent to everyone.
2. Build a guiding coalition
Gather a group of influential people from different parts of your organization. This isn't just about senior leadership - include respected team members from various levels. Their diverse perspectives and influence will be crucial for driving change. This step aligns with the concept of "social proof" from Cialdini's principles of persuasion. People are more likely to buy into change when they see respected peers doing so.
Tip: Use the "2 Pizza Rule" (popularized by Jeff Bezos) when forming your coalition. Keep the group small enough that it could be fed with two pizzas. This ensures efficient decision-making and clear communication.
Method: Implement a "change champion" program. Identify influential individuals at various levels and departments, and give them special training and responsibilities in driving the change.
3. Form a strategic vision and initiatives
Develop a clear, compelling vision of what success looks like after the change. Make it specific and achievable - a SMART goal. For example, "Within six months, we'll reduce customer wait times by 50% and increase our NPS score to 8."
When it comes to securing support for changing the way work gets done, consider the core motivators of Autonomy, Mastery, and Purpose. How will the change give people more control over their work, help them improve their skills, or connect to a larger purpose?
Tip: Use the "Elevator Pitch" technique to refine your vision. Can you explain it compellingly in 30 seconds?
Method: Host a vision workshop where team members contribute to shaping the vision. This increases buy-in and ensures the vision resonates across different parts of the organization.
4. Enlist a volunteer army
Communicate your vision widely and often. Use storytelling to make it relatable. Encourage questions and feedback. Your goal is to get people excited about the change and willing to contribute their efforts.
Tip: Remember the "IKEA Effect" - people value things more when they've contributed to creating them. Involve volunteers in planning and executing change initiatives.
Method: Create a change microsite or internal social media group where volunteers can share progress, ask questions, and celebrate wins. This builds a sense of community around the change effort.
5. Enable action by removing barriers
Identify obstacles that might hinder your change efforts. These could be outdated processes, lack of resources, or even resistant individuals. Work to remove these barriers, and empower your team to take action. This step relates to the concept of "psychological safety" developed by Amy Edmondson. People need to feel safe to take risks and make mistakes as they implement new ways of working.
Tip: Implement a "no-blame" policy for setbacks related to the change initiative. Encourage learning from failures.
Method: Use the "5 Whys" technique to dig deep into the root causes of barriers. Often, surface-level obstacles hide deeper systemic issues that need addressing.
6. Celebrate the quick wins
Plan for and celebrate quick victories. These early successes will build momentum and keep people motivated. Make sure to recognize the efforts of those involved.
Tip: Use the "1% Rule" - celebrate improvements of just 1%. These small wins compound over time and maintain momentum.
Method: Create a visual "wins wall" in a prominent place, physical or digital, where achievements can be posted and celebrated regularly.
7. Increase the pace
Don't let up after initial successes. Use the credibility you've gained to tackle bigger changes. Keep introducing new projects, themes, and change agents to keep the momentum going. You need to drive the narrative that initial changes are not ‘enough’ but stepping stones on a journey to a much larger outcome. Keep leaping!
This step connects with the concept of "flow" developed by Mihaly Csikszentmihalyi. As people become more competent with the changes, they should be challenged to take on more to maintain engagement.
Tip: Use the "Plus One" approach. Once a team has mastered one aspect of the change, challenge them to add one more element or improve one more metric.
Method: Implement regular "change hackathons" where teams can propose and prototype new initiatives that build on the existing change efforts.
8. Institute change
Finally, make the changes stick by anchoring them in your organization's culture. Highlight the connection between the new behaviors and organizational success. Ensure that new hires and leadership development programs reflect these changes.
This final step relates to Edgar Schein's work on organizational culture. For change to stick, it must become "the way we do things around here."
Tip: Use "culture hacks" - small, actionable changes to daily routines that reinforce the new ways of working. For example, start each meeting with a quick story of how the change is positively impacting work.
Method: Develop a "change scorecard" that tracks key metrics related to the change. Regularly review and discuss this at all levels of the organization to keep the change front-of-mind.
Our bitesize training courses
Managing change: a session for managers and those leading change
Success through change: employee training to support organisational change
Critiques and alternatives
While Kotter's model is widely respected, it's not without criticism. Some argue it's too top-down and doesn't account for the complexities of modern organizations. Others point out that it assumes a linear process, when change is often messy and non-linear.
You might also explore alternative models, such as:
ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) - This focuses more on the individual's journey through change.
Lewin's Change Management Model (Unfreeze, Change, Refreeze) - A simpler, three-step approach that might be useful for smaller changes.
McKinsey 7-S Framework - This looks at seven interconnected factors that influence an organization's ability to change.
Remember, no single model is perfect for every situation. Use Kotter's 8 steps as a guide, but be prepared to adapt based on your organization's unique needs and culture. The key is to remain flexible, communicate clearly, and keep your team engaged throughout the process.
Read more at the source: at Kotter Inc.
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