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Describe The Eight Steps That Kotter Argues Managers Need To Follow For Successful Organizational Change. Do You Think Any Steps Are More Important Than Others?

Eight Steps That Kotter Argues Managers Need To Follow For Successful Organizational Change                

       Kotter observed many managers and organizations that were trying to transform and execute new strategies fail. Due to this, he acknowledged and hauled out factors of success and then combined them into a methodology of an 8-step procedure for change.

       The first step was to create a sense of urgency. He said that it is important to help other people to see the reason for change by use of bold and ambitious opportunity statement that shows the need for taking immediate action. This is an essential tool that anyone who is willing to win in the fast-changing world that is always moving so fast. 

      The second most important step is to build a guiding coalition. To create an effective alliance, it is crucial to have an army that has effective people. These should be old members who have gone through the ranks that they have acquired the values of guiding, coordinating and excellent communication skills. In the current society, either a competitive threat comes up, or a big opportunity arises. It is essential that you create a fast response team comprising of the best people.

      Managers should form a strategic vision and initiatives. It is essential that the managers clarify how the future will be made different from the past and how can this be realized through linking efforts with vision. an excellent opportunity statement is a strong and self-improving catalyst. It brings into line the team around what they aspire to be and makes others join hands towards realizing it.

      A manager should enlist a volunteer army. Large-scale change can be realized if a large number of people are brought together to work around the same opportunity.  This approach can make useful ideas alive and change attacks into an advantage, capturing the attention of busy people and at the end, a strong buy-in is built.

      The fifth step is to enable action through removing barriers. The manager should remove all processes and hierarchies that are inefficient so that they can provide freedom that is essential in working across silos and in the generation of a real impact. The manager should create enough structures that will enable change and should check for barriers on a regular basis. Removing obstacles empowers those executing the vision and propels the move forward.

       A manager should create short term wins that can be achieved. Success motivates people so much. It is important to set small goals that can be easily accomplished so that your company tastes a victory from a process of change. These short-term wins acts as a foundation stone for more significant changes that you intend to impose., with these small achievements, critics and negative thinkers will fear to hurt your need for change and progress.

     The seventh step is to build on the change. According to Kotter, many projects of change fail because of the declaration of victory at the very early stages. It is crucial that the manager builds on every success achieved. Each success gives an open chance to build on what played out well and improve what failed.

       The final step is to anchor the achieved changes in the corporate culture. This helps the transition to stick. The change should be the central part of the organization.

      No step is more important than the other because each step leads to the other and without the previous action the next step will not be realized.

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