Kotter Change Model

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2.2 Description of the model of change used In 1995, John Kotter introduced a change model of eight steps which managers could implement so as to achieve a successful change. The first three steps are useful for the creation of a change climate whilst the fourth, fifth and sixth step are utilised for the engagement of the corporation. Finally, the last three steps contribute to the implementation and sustainability of change (Harvard Business School, 2005, p.71). 1. Create a sense of urgency: The need for change should be understandable and conveyed to the existing executives so as to adopt willingly the feeling of change. 2. Establish a guiding coalition: A leader should form a group of executives who will collaborate effectively and organise…show more content…
A factor which may lead employees to resist change is the uncertainty as far as the job security is concerned that emerged from the new situation, such as the fear of possible dismissals. Moreover, miscommunication in relation to the vision and the significance of the change introduced, results in misunderstanding. Additionally, the lack of possible skills required of the personnel in the new processes such as unfamiliarity with new technologies, constitutes a suspending factor for the implementation of change (Kreitner, 2009, p. 434). Both companies’ employees will experience the change to a great extent. They have power over the change and may influence…show more content…
Firstly, communication and education is needed as employees seek specific information in order to understand the reason for change. Secondly, participation of managers and employees in the designing of change process results in their engagement to change (Smit, 2007, p.223-224). Thirdly, negotiation strategy refers to bargaining with employees so as the manager to acquire an official agreement on change. Additionally, in coercion strategy managers compel the employees to accept change and for those who resist they threaten them with dismissal. Furthermore, top management support at it reinforce the significance of the change by showing to employees that change is pivotal for the company (Daft and Marcic, 2012, p.315). Moreover, facilitation and support techniques such as counselling of employees can be another useful tool which managers can utilise in order to decrease resistance. Subsequently, manipulation and co-optation strategy are used to affect results in a specific way by distorting or hiding the truth, providing false information in order to prevent negative reactions from employees (Combe, 2014, p.585-586). Concerning the change managers the company should inform them about the advantages and disadvantages of change (Siegal, 2006, p.54-80). Moreover, the lack of skills and experience required so as to promote and manage

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