Kotter's Change Model Case Study

When looking at how a performance management system should be implemented within an organization, before developing a strategic plan, organisations needs to identify a vision or a mission to achieve their strategic goal. This will enable an organisation to implement a strategic change to support achieving their vision. For example, an organisation 's vision could be to increase shareholder values or increase product sale.

Once a vision has being identified, a strategic change needs to be implemented. Managers need to establish the reasons for urgency change to employees to enable motivation and understand why change is needed and outcome if change is not implemented. For instance, an organisation can be facing decline in revenue, managers would need to explain to employees how outcome of declining in revenue can affect the organisation by creating loss of jobs and loss of market position in the

Finally to enable change to remain successfully, it should become the core of the organisation. Corporate culture often establishes what gets done, Therefore, vision values must be demonstrated within day-to-day tasks. It is important to include change success stories and always empathise on change progress. As well as Including change ideas and values when hiring and training new employees to understand the vision and reason for change. Publicly recognise those key members of the original change coalition, as well as those that contributed to change. This will enable their contribution change to remain and be recognized for future change.
Having implemented Kotter 's change model
The first four steps of Kotter 's change model represent lewin 's "Unfreezing" stage. Within this stage Lewins focuses on creating motivation to enable change among employees. To begin the "unfreezing" stage Lewins described managers need to remove employee present behaviours and attitudes, to create a vision and urgency for