A Model of Change Management | Kotter’s 8-Step Model
Cover via Amazon
When writing on motivation I said that a people-orientated approach is needed to get the best from your project team. Similarly a people-orientated or people-driven approach is necessary when implementing change.
In the most successful change case, individuals had a sense of passion. On the other hand, where change was less successful, individuals tended to intellectualise change. – Kotter and Cohen
There are a number of models of managing change that can help us to understand the change process and people’s behaviour as they move through the various stages of change – see That Sinking Feeling: Understanding Change. Kotter and Cohen, in their book The Heart of Change, suggest that the traditional approaches to managing change focus far too much on analysis as a means of changing people’s thinking.
- Analysis – Information is gathered and analysed, reports are written, and presentations made about various aspects of the change. This could include anything from problem solving through to teamwork and project communication.
- Think – Information and analysis changes people’s thinking. Contradictory elements are changed or dropped. The cognitive process of changing behaviour may be slow.
- Change – New thoughts change behaviour or reinforce changed behaviour.
In contrast, Kotter and Cohen (ibid.) recommend a people-driven approach that helps us to see the reason for change. They argue that people change when they are shown the truth because this influences their feelings. Moreover, change is likely to be less successful when people are given information intended to shift their thinking. Thought processes influence behaviour; a common response is resistance. Emotion is at the heart of change.
- See – Compelling and eye-catching situations are created to help show people what the problems are and how to resolve them.
- Feel – Visualising ideas evokes a powerful emotional response that motivates people into action.
- Change – The new feelings change or reinforce behaviours that make people work much harder to make a good vision reality. The change is more immediate but must be reinforced to keep up the momentum.
What I like about their model of change – which I will describe in more detail later – is that it applies to every facet of change. It can be used to influence buy-in at the very beginning of an initiative when you are seeking sponsorship and the support of senior executives. Or it could be used to change the behaviour of ideological resistors. Let me illustrate.
Your organisation wishes to improve customer service standards. It gathers information and statistics – satisfaction ratings, dropped call rates, average call duration, number of bounced calls etc. – and presents the results to a group of customer service agents. Seeing the figures and hearing why they are problematic and need changing doesn’t work especially well. People have to think about the message and come to some understanding before deciding to change behaviour. A possible outcome is that they detach themselves from the problem and blame management. Or they may refuse to accept the data because they “do a good job.” And some will simply say the change “is a waste of time” or “why bother with this when there are so many other problems they need to sort out.”
In contrast, filming interviews of real customers and presenting this to staff is much more powerful. A video grabs attention and evokes interest. People are likely to absorb what they see and hear and will learn the truth – from the horse’s mouth – and ultimately feel differently. Their emotional response will cause them to act. Of course, the use of video is just one way in which to elicit a response. There are many other ways to create visual impact!
The model comprises eight steps. The first three are all about creating a climate for change. The next three on engaging and enabling the organisation. And the last, implementing and sustaining change.
Eight Steps of Change
From experience I have learned that successful change occurs when there is commitment, a sense of urgency or momentum, stakeholder engagement, openness, clear vision, good and appropriate communication, strong leadership, and a well executed plan. The Eight Steps of Change model recognises each of these characteristics.
Continued in Kotter’s 8 Steps of Change (parts 1 to 3.)
Images: Amazon; Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press, 2002.
Related articles
- That Sinking Feeling: Understanding Change (martinwebster.eu)
- Change is difficult; that’s why it’s got to be managed (thisisi2i.wordpress.com)
- Focusing on the day job during change (umbrellahealth.wordpress.com)
