John Kotter's Model Of Change

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Two Change Models: Analysis and Application of Kurt Lewin's and John Kotter's Model of Change

Two Change Models: Analysis and Application of Kurt Lewin's and John Kotter's Model of Change
For this paper, I will focus on two change models, by first presenting a synopsis of and then analysis of Kurt Lewin's Model of Change and John Kotter's Eight Stage Model for planned change. I will differentiate the leader’s role in the models and determine how leaders can use the models to efficiently lead organizational change initiatives. Two Models of Change
It is difficult to analyze without first forming a synopsis of each model. In this section, I will state each step briefly, then expand with a discussion explaining the step as part of my analysis. …show more content…

Lewin likened his model for change, to having ice in the shape of a block, but wanting it in the shape of a cylinder. In order to change the ice, it is melted, then reformed and then frozen again. Accordingly, the steps of Lewin’s model are unfreeze, change and refreeze ("Lewin's Change Management," n.d.).
In the first step, unfreezing requires the change leader to communicate why the change is important. This forced reevaluation can result in a form of crisis, which builds the momentum for the change. It is important for the leader to listen to and calm the fears and concerns of the stakeholders ("Lewin's Change Management," n.d.).
The second step is change. Here the leader convinces the stakeholders of the benefits they will reap with the change to get their acceptance. The leaders must change for acceptance to occur ("Lewin's Change Management," n.d.).
The last step is refreezing, which occurs after it is clear the change is occurring. It is a continuous cycle, requiring training and support. Lewin recommended rewarding hard work and success and those responsible for the change. This reinforces to the team and others, future change is possible and helps increase the support ("Lewin's Change Management," …show more content…

This model is much more complicated and detailed. According to Kotter (1996), successful change can occur only when seventy-five percent of the stakeholders buy in and follow the change leader.
The first step is to create a sense of urgency. Leaders should have open and honest discussions about the needed change. It is important to find threats and look for opportunities for change (Kotter, 1996). In this step a strengths, weaknesses, opportunities and threats (SWOT) analysis strengthens the urgency and is used for the planning strategy (Osita, Idoko, & Nzekwe, 2014).
Step two is about forming powerful coalitions and team building. According to Kotter (1996), the change will need support from key people in the organization to convince the stakeholders the change is necessary. It is important to understand here, the team is made from stakeholders of all levels of the organization to strengthen the expertise, following and momentum of the change (Kotter, 1996).
Step three revolves around forming the vision for change. It is important for the stakeholders to visualize the intended outcome of the change, otherwise it makes it difficult to focus on the change (Kotter,

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