Kotter's Change

Understanding Kotter’s 8 step model of change.
Every organisation goes throw an event that prompts the realisation that change needs to occur in order for the firm to survive or evolve in their respective market. Therefore the process of change requires management to develop a strategy to drive the organisation through change effectively. Notably, this process is not an easy endeavour, similarly, the need to change will not always be acknowledged by incumbents at other managerial levels of the organisation. Thus it is important for management to have strategies to deal with internal resistance to the change. Arguably, John Kotter’s 8 step model is a strong framework to process change management such that the change is managed effectively to produce the desired results (. In that below is a short overview of the 8 steps, each step’s implications, the causes and after the overview an evaluation of the strengths and weaknesses of the Kotter’s 8 step model.
Step One: Creating a sense of urgency for change to occur.
After management has identified the areas of change that need to be addresses, there is a need to convince incumbents in the organisation that change is not an option but a requirement to move forward and achieve the desired goals of the organisation. Creating a sense of urgency requires challenging the status quo, often employees in the organisation are complacent in the way things are; that change may appear arbitrary. In firms where success has been steady, challenging the status quo can appear futile. Creating a sense of urgency to change is an approach that management uses to start the process of change management; this will also require that management communicates clearly market realities in relation ...

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...re clear and provide guidance for the process.
Kotter’s process model is simple to understand.
The weaknesses of Kotter’s 8 Step Process Model.
The model is too linear, in that assumptions assume that the organisation operates in a liner environment.
Once the process has started, it is difficult to change direction.
This is a top-down model; it leaves no room for co-creation or other forms of participation.
Furthermore the model has the potential of grooming frustrations for employees whose needs are not considered or those going through stages of grief. Thus the objectives of the vision dominated and hold importance over and above the other factors such as the employees’ well-being.

Leading Change, With a New Preface. by John P. Kotter (2012) Harvard Business Review Press. Chapter 8.
Reference. All information obtained from http://www.kotterinternational.com/