04. Change management and HRM-related theories

Kotter 8-step Model

This model developed by Kotter is one of the most well-known approaches to organizational transformation. There are eight steps in the Change Model for strategic change management. First three steps are to establish a favorable environment for change. The following four steps are about involving and stimulating the organization and its employees. The implementation and maintenance of long-term transformation is the final step (Galli, 2018).

 

1. Establishing a sense of urgency

For change to be successful everyone should agree upon the change. Create a sense of urgency for change. 

2. Creating the guiding coalition

A strong leadership should be established to persuade people that change is required. Vital member of the organization responsible for change should lead the change process 

3. Develop a vision and strategy

It is important to have a clear vision to communicate what is expected of the change process. The values that are important to the change should be defined.

4. Communicating the change vision

Communication is key and the new changes should be constantly communicated to keep in track. Openly and honestly addressing people's problems and anxieties. For instance, if the employees had major concerns, thus, these matters should be addressed effectively (Haas et al, 2020).

5. Empowering broad-based change

There were many resistances to change. These obstacles must be identified and eliminated. Continuous observation for barriers would assist to remove obstacles and empower change (Tang, 2019). 

6. Generating short-term wins

Setting short-term goals and achieving these would motivate employees and other stakeholders. Smaller, attainable goals will give a sense of accomplishment and will support cement change. 

7. Consolidating gains and producing more change

Kotter declared that many change projects fail as victory is declared too soon. Change is a long process. 

8. Anchoring new approaches in the culture

The management must stay committed to the transition for change to cement into the organizational core. 

 

§  Kubler Ross Change Curve (Grief Model)

 

Shock and denial: People's initial reactions to a challenge to the status quo may be shock or denial when a change is initially offered. Employees are more sensitive to organizational change and they would be in denial. Consumers and other stakeholders would also be shocked as well. 

Anger: When individuals become aware of the change, they are more likely to respond adversely, moving to stage 2 of the Change Curve. They are afraid of the consequences, indignant, and actively fight or protest the changes. As a result, there is disturbance inside the organization (Friedrich and Wüstenhagen, 2017). 

Bargaining: when the stakeholders understand that the change is inevitable, they try to reason and bargain. Employees would demand security and other needs that they would feel necessary to avoid any adverse outcome from the change process. 

Depression: if the employees and consumers do not experience the expected outcome, this would lead to depression stage.

Acceptance: People become unconcerned about what they've lost. They begin to relinquish control and embrace the changes. Employees would accept and adopt accordingly. 

Conclusion

Kotter 8-step Model is a famous tool to evaluate change processes. The Kurt Lewin 3-step model is the fundamental theory explaining the change process. 

Kubler Ross Change Curve (Grief Model) allows us to understand how people react to change at each stage. 

 

References:

• Galli, B.J., 2018. Change management models: A comparative analysis and concerns. IEEE Engineering Management Review, 46(3), pp.124-132.
• Haas, M.R., Munzer, B.W., Santen, S.A., Hopson, L.R., Haas, N.L., Overbeek, D., Peterson, W.J., Cranford, J.A. and Huang, R.D., 2020. Applying Kotter’s 8-Step Change Management Model to Residency Didactics. Western Journal of Emergency Medicine, 21(1), p.65.
• Friedrich, E. and Wüstenhagen, R., 2017. Leading organizations through the stages of grief: The development of negative emotions over environmental change. Business & society, 56(2), pp.186-213.
• Tang, K.N., 2019. Change management. In Leadership and change management (pp. 47-55). Springer, Singapore.