JOHN KOTTER 8 STEPS
JOHN KOTTER 8 STEPS
The above diagram is the 8steps of John Kotter towards change.This model is divided into three phase.The first phase is to create the climate for change.The first step is to create urgency, not all of the employees are open to change,for change to happen the company must develop a sense of urgency around the need for change.An honest and convincing dialouge about what is happening in the marketplace and with the competition may convince people and make them start talking about the change being propose, the urgency can build and feed on itself.To form a powerful coalition, people need to be convince the crucial to change. Bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance is needed.A clear vision can help everyone understand what they need to archieve.When people see for themselves what the organization trying to achieve, then the directives they're given tend to make more sense.
The second phase is to engage and enable the organization.The vision must be communicate frequently and powerfully, and embed it within everything in the organization. The vision need to be use daily to make decisions and solve problems. When leaders keep it fresh on everyone's minds, they'll remember it and respond to it. Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people needed to execute the vision, and it can help the change move forward.To make it happen,leaders could look into organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with the vision and identify people who are resisting the change, and help them see what's needed. Action needed to quickly remove barriers.
Short term targets are as crucial as long term goal,each smaller target to be achievable, with little room for failure. The change team may have to
The above diagram is the 8steps of John Kotter towards change.This model is divided into three phase.The first phase is to create the climate for change.The first step is to create urgency, not all of the employees are open to change,for change to happen the company must develop a sense of urgency around the need for change.An honest and convincing dialouge about what is happening in the marketplace and with the competition may convince people and make them start talking about the change being propose, the urgency can build and feed on itself.To form a powerful coalition, people need to be convince the crucial to change. Bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance is needed.A clear vision can help everyone understand what they need to archieve.When people see for themselves what the organization trying to achieve, then the directives they're given tend to make more sense.
The second phase is to engage and enable the organization.The vision must be communicate frequently and powerfully, and embed it within everything in the organization. The vision need to be use daily to make decisions and solve problems. When leaders keep it fresh on everyone's minds, they'll remember it and respond to it. Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people needed to execute the vision, and it can help the change move forward.To make it happen,leaders could look into organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with the vision and identify people who are resisting the change, and help them see what's needed. Action needed to quickly remove barriers.
Short term targets are as crucial as long term goal,each smaller target to be achievable, with little room for failure. The change team may have to