Dr. Kotter is an authority on business and management, a successful entrepreneur and author. The change management process according to this model consists of eight stages:
Create a sense of urgency to change. This will help convince people that failure to change will result in death. You can use Kotter's metaphor of a flock of penguins on an iceberg who one day realize that unless they change their way of life, everything will end in disaster.
Create a strong, energetic team. Grow it by recruiting leaders and encouraging other members.
Tell people about the plans, what dentist data package the desired result will look like and what will bring. Discuss the position from different points of view, be emotionally charged and confident.
Activate efforts to remove obstacles. Neutralize malcontents, saboteurs, encourage enthusiasts.
Achieve short-term victories. Express gratitude for even a small step towards progress. This will increase the army of supporters of change.
Develop minor changes as well. Trust in changes should grow. Support fresh ideas.
Reinforce the changes. The more visible the successes, the easier it is to do this, and the more confidently the team will support them.
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K. Levin's Change Management Model
This method of change management is considered the most frequently used and successful. It was developed in the middle of the last century by sociologist and physicist Kurt Lewin, who is considered the founder of this theory. The impetus for the emergence of the idea was the scientist's interest in the factors and forces that influence the situation at a certain historical moment. Lewin paid special attention to social transformations. He closely monitored the forces that in every way block forward movement or, on the contrary, favor it.
Any change in society, according to the scientist, does not happen immediately. The change management program includes the following stages:
Defrosting is a starting point that benefits those who will be affected by the reform. The current state of stagnation is broken and the need for change is recognized. An important nuance: it is necessary to identify the reasons that indicate the criticality of the shortcomings of the current moment and the impossibility of existence in these conditions.
Change is the implementation of a planned transformation with the active involvement of employees in the process. The stressful phase of innovations during unfreezing is smoothed out at this stage, and the planned movement continues. Motivation factors and training in new work methods are connected. The army of resistance gradually thins out.
Freezing. At this stage, the changes that began their movement in the second stage are consolidated, "frozen". Measures are studied and implemented to consolidate reforms and eliminate the possibility of returning to the old. The process of stabilization of changes is underway, everything new becomes routine.