Kotter’s 8 Step Model For Managing Change: A Guide For Workplace Transformation

Kotter’s Model for Change


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The purpose of the report is to develop a change plan by using kotter’s model for management of change. The actions, responses and its outcome in the change plan are recorded in the table format. The report also focuses on the effectiveness of leadership in the change by addressing the weakness and strength in leading the change and how the barriers are overcome in the process. Further the report includes learning from the experience of leading the change which can be used in future to lead differently. Additionally a poster is attached in the report to summarize the management for change.

Task 1.1

Change at a workplace is necessary for improvements and getting an edge over competitors. It is also necessary to match the working of the organization with dynamic environment. The change can be brought within the workplace by using Kotter’s model for managing the change which includes the following steps:

Creation of urgency

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A sense of urgency is to be created for the need to change. It ignites the motivation required in the initial stage of change so that the things get moving (Boohene, et al., ,2012). A convincing, honest and open message on the things happening in marketplace and competitors could be delivered at the workplace. Moreover threats can be identified and scenarios can be developed to show the future happenings and opportunities which can be exploited. If more people start discussing the same then the urgency is created.

Formation of guiding coalition

 In this step people are convinced about the necessity of change. For this, the people who possess leadership qualities from different departments are identified (Fleming, 2016). Further a team of such people is formed and asked for commitment on coalition of change. Weak areas in the team are checked so that change coalition can be formed effectively.

Creation of vision for change

Creating a vision which is clear aids everyone in understanding why the change is required. It makes more sense when people know the purpose behind doing something (Westra, 2012). To do this firstly the values which are important in bringing change are determined. Secondly a short summary is developed to picture the workplace’s future. Thirdly strategies are formed for executing the vision. Lastly the speech on vision is practiced often and delivered effectively.

Communication of vision

Meetings can be conducted for communicating the vision. Moreover it is important to often talk about the vision and use it problem solving and decision making. Often taking about the vision aids in keeping it fresh and therefore people remember to respond on it (Finch, et al., 2014). For this purpose, firstly the anxieties and concerns of the people are addressed honestly and openly. Secondly the vision is applied to different aspects of all operations and every possible thing is tied to vision. For instance training and review on performance.

Creation of urgency

Empowering others to act according to the vision

The structure designed for the change is put in action and is review continuously for checking barriers if any. It helps in moving the change forward by removal of obstacles and empowering people for execution of vision. It can be done by identifying and hiring people who can lead successfully in delivering the change. Those people who make the change happen effectively then are recognized and rewarded. Additionally the people who resist change are identified and helped and actions are taken quickly so that barriers can be removed (Rosenberg, et al., 2011).

Creation of quick wins

Success motivates a person more than anything else. Targets of short term are created along the goals of long term. Achievement of targets for short term aids in motivating the whole staff (Jarvis, 2015). For this purpose, firstly the projects are identified in which targets can be achieved without any resistance for change. Secondly the potential advantages and disadvantages of the targets are analyzed and people who meet the targets are rewarded.

Building the change

Achieving short term goals is the initial stage of what is required to be done for achieving the changes for long term. With every success, an opportunity is built and areas of improvement are identified (Hess, 2018). For this purpose, analysis is done to evaluate what happened correctly and where improvements are needed. Goals are set so that momentum can be built on achievement. Additionally new agents of change are brought for fresh ideas and coalition of change.

Task 1.2

Kotter’s Model for Change





Create a sense of urgency

To kick start the motivation at initial stage of change.

(i) Convincing and honest discussions.

(ii) Identification of possible threats.

(iii) Analyze opportunities that can be exploited.

People come to know about the necessity of change.

Formation of guiding coalition

Bringing together people of different departments for leading the change.

(i) Identification of leaders

(ii) Team building

(iii) Analysis of weak points and ensuring good mixture of people.

People are convinced and change is managed with the help of different leaders.

Creation of vision for change

Make people understand  the purpose for change

(i) Determination of change.

(ii) Summarize vision.

(iii) Creation of strategy for execution of vision.

People better understand why the change is required and a vision for change is created.

Communicating the vision

Demonstrate the behavior required from others

(i) Often talk about the vision for change.

(ii) Address concern of people with honesty.

(iii) Applying vision in every possible operation.

The vision is communicated powerfully and frequently and is kept fresh.

Empowering others to act according to the vision

Removal of obstacles in change

(i) Identification and hiring of leaders for delivering the change.

(ii) Rewarding the people for making the change possible.

(iii) Identification of people by whom the change is resisted.

(iv) Take quick actions on removal of barriers.

Change is moved forward by empowering people and removing barriers.

Creation of quick wins

Motivate people through success

(i) Implement project with short term goals.

(ii) Rewarding people who are able to meet the targets.

Long term goals are supported as people are motivated from the victory of short term goals.

Building the change

Keep the change running

(i) Analyzing the area of improvements.

(ii) Setting new goals to build momentum.

(iii) Bringing new agents for change.

An opportunity of change is provided and ideas are kept fresh.

 Task 1.3

The initial two steps of Kotter’s model i.e. creation of urgency and guiding coalition are the core strengths of the model which aids in leading the change. People are convinced about the legitimate requirement of change. Individuals themselves have the insight and skills that are required to successfully bring change at the workplace. Coalition aids in bringing such people together and eases the process of bringing the change. Moreover the approach of Kotter’s model provides a robust list of things which can impact the process of change. Also the creation of short term wins is effective in boosting the morale of the employees and is useful for the change leaders in maintaining the culture of change (Cameron et al., 2011)

On the contrary there are certain limitations to the kotter’s model. The model is mechanistic in nature which means that there are less chances of making changes in the steps. Therefore a strict pattern of change has to be followed which might be difficult for some people to adapt (Burke, 2017). In addition to this, the model focuses strongly on initiating the change but it lacks in sustaining the change. It aids in consolidating the gains and producing more changes but does provide much guidance to sustain the change. However the barriers are overcome by structuring the process of change and assign appropriate responsibilities and roles to the team members. Moreover openness in communication is encouraged so that actions can be taken effectively in resolving the resistance to change. Support form leaders also aids in creating a positive environment of change.

Task 1.4

Change can be lead effectively by communicating the reason for change (Finch, 2011). It gives legit reasons to members of the team to bring the required changes. Moreover it fosters the active participation of members if benefits from change are communicated to them. It is important to sustain the change which can be done creating wins for short term and rewarding the member who are participating actively in making the change possible.

Next time the change can be led differently by addressing the issues of team members individually. This aids in indentifying the major reasons for resistance to change and measures can be taken quickly to resolve the issues. Moreover an audit team will be formed to monitor the change (Bainbridge, 2012). It will be effective in evaluating the degree of change and timely review of the change. It will also support in sustaining the change for longer duration and infuse it in routine of the team members.

Task 1.5


Kotter’s model for managing the change is an effective method in bringing the change step by step. The format of the model is fixed and therefore guarantees change efficiently and effectively. It can be used at workplace to lead the change by creating urgency, forming teams, creating vision, communicating vision, empowering actions, creating wins for short term and consolidating the improvements.