Change at Glenrothes Colliery: An Evaluation of John Kotter's 8-Step Model

Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).

Kotter’s 8-step model of transforming your organization is a linear top-down approach for managing change. The model is considered simple and intuitive by design (Venkatramani, V. et al, 2008), and is presented in a guide-like process. The model shares common features with other Change Models such as getting people attention, planning and implementing change, evaluation and institutionalization of change (Cepturenau, 2009). The case of the Glenrothes Colliery is considered to evaluate John Kotter’s model.

Glenrothes Colliery management decided to introduce a new system for appraising worker’s performance in their effort to improve their operation (McLean, P. and P. Dawson, 2010). The decision to introduce the system used was a result of a search and evaluation effort looking at the general business environment (2010a). Including not only collieries and mining industries, but also other...

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...ious task with unforeseen results, as the model does not take into considerations the cultural and internal political aspects that clearly had an effect on the appraising system (Andriopoulos, C. and P. Dawson, 2009), nor the strong and distinctive occupational affiliation found in the mining industry (Van Maanen and Barley, 1984). Also, it would have been proven to be impossible to revisit the change program if it didn’t produce the desired results, since Kotter’s model in its linear approach and by success when reaching the last three steps, does not provide a method to change the direction of the change process. Furthermore, the rendering of this model limit its potential applications to organizations that are not classical hierarchies, a diminishing form of organizations in the co-operative and new forms of organizations found in the 21st century (Brown, 1997).