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Step 1: Create Urgency
For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. It emphasizes on a valid reason to introduce change.
Step 2: Form a Powerful Coalition(guiding coalition)
To convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough – you have to lead it.
Entails seeking support of influential individuals to assist in the implementation of change.
Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change.
Step 3: Create a Vision for Change(strategy).
Creating a common direction for all organizational members..
Step 4: Communicate the Vision
Explain the vision in a way that is easy to understand and implement.
Step 5: Remove Obstacles
If you follow these steps and reach this point in the change process, you've been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you've been promoting.
But is anyone resisting the change? And are there processes or structures that are getting in its way?
Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.
Step 6: Create Short-Term Wins
Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have some "quick wins" that your staff can see. Without this, critics and negative thinkers might hurt your progress.
Create short-term targets – not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff.
Step 7: Build on the Change
Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.
Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements.
Each success provides an opportunity to build on what went right and identify what you can
Step 8: Anchor the Changes in Corporate Culture
Anchoring the change in the corporate culture to make it sick permanently.
Values behind your vision must show in day-to-day work.
Titany answered the question on October 26, 2021 at 06:01