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JOHN KOTTER’S 8-STEPS CHANGE MODEL
John Kotter developed his model of change after observing many leaders and organizations before, during, and after the
transition. Kotter's model breaks down organizational change into eight steps:
- Step 1: Create a sense of urgency
For change to happen, every member of the company must truly understand the need for change, have a sense of urgency about
this change so that the company can thrive.  Step 2:
Build a large, powerful coalition
To succeed in the coming change, we will need allies and stakeholders. Having supportive leadership and management members
creates strong pervasive support throughout the organization.
 Step 3: Develop a vision for change
When we think about the change needed, we can have a lot of ideas and solutions going around. Link these ideas and solutions
together into a clear and understandable vision that can be easily remembered by everyone. A clear vision helps people
understand why we want to make a change, why they need to do something.  Step 4:
Communicate the vision
The way the vision is communicated will determine the success of the change. Use multiple channels and modes of
communication to communicate the vision often and strongly, repeating every opportunity.  Step 5:
Remove obstacles
By the time we get to this step, the vision has been communicated and captured by the members of the organization. However,
things do not always go so smoothly, there will be individuals who are resistant to change, or there are certain processes that are
hindering successful change. To stay motivated, we must actively remove obstacles.  Step 6:
Generate short-term wins
Nothing is more motivating than seeing results that are worth the effort the whole organization put in. Every time a small goal is
achieved, create a sense of success and victory for employees. This will motivate them also allow individuals who are skeptical
or opposed to change to see our vision.  Step 7: Build on wins
Feelings of victory and short-term success are not enough to sustain change. Sometimes this factor can deceive us that the
change process is complete, but we must continue to build and work on the next goals.  Step 8:
Embed changes into culture
Ultimately, for the change to be complete, it must become part of the company's corporate culture. Otherwise, over time people
can easily forget the change, losing the impact of both the quick and easy process.
Kurt Lewin’s three-step change model
Kurt Lewin's change model is a model that represents organizational change: creating awareness that change is needed, moving
to a new level of behavior, reinforcing the new behavior into the norm.
Kurt Lewin's model of change consists of three steps: unfreezing, changing, and refreezing. This is a very simple and practical
model for understanding organizational change. Kurt Lewin's model of change is still widely used today and forms the basis of many modern change models.
Step 1: Unfreezing
Since many people will be resistant to change, the goal of this stage is to create the perception that the current situation is
hindering the growth of the organization. Old behaviors, ways of thinking, processes, people, and organizational structures must
all be carefully examined to show employees the need for change to the organization to create or maintain. competitive
advantage in the market. Communication is especially important during this stage, so that employees are informed of the
impending change, the reasons for the change, and the benefits it will bring to each employee. The reason is that the more people
know about a change, the more necessary and urgent people will feel about it, and the more motivated they will be to accept the change. Step 2: Changing
Lewin recognized that change is a process in which an organization must transform or transition to a new state. This is when the
change becomes a reality. Therefore, this is also the time when most people struggle with the new reality. This is a time filled
with uncertainty and fear, and therefore the most difficult step to take. In the change step, people begin to learn new behaviors,
processes, and ways of thinking. Throughout this process, employees should be reminded of the reasons for the change and how
they will benefit them once fully implemented.
Step 3: Unfreezing
Lewin calls the final stage of his change model freezing, but many calls it refreezing to symbolize consolidating and stabilizing
the new state after the change. Lewin finds this step especially important to ensure that people don't fall back to old ways of
thinking or doing things before making the change. The organization shall make every effort to ensure that change does not
disappear; rather, it needs to be embedded in the organization's culture and maintained as an accepted way of thinking or
behaving. Organizations often use rewards to reward individual efforts to reinforce the new status quo; because it is believed that
people tend to repeat behaviors that receive positive feedback.
John Kotter’s change model advantages & disadvantages:  Advantages:
Kotter's theory is drawn from the study of changes that occur with the subject of research being businesses in the US. Therefore,
this doctrine of a series of 8 action steps is very useful for businesses, helping to support the successful process of strategic
change. The advantage of Kotter's theory is that it is people-centered, people in his theory play an active role, which is clearly
shown in the empowerment step. The theory shows details and specific steps in accordance with big and complex changes in the enterprise.
Here are some other outstanding advantages of the Kotter doctrine:
- Create urgency to form a consensus among employees in the organization, making them want to change and willing to
contribute. On the other hand, creating urgency is creating motivation for the seeds of change to appear in the organization, to
assess the current situation and competitive environment in the market, besides, businesses also identify opportunities. its
business in the market and the challenges that the business must go through.
- Establishing a guiding group is to create a sense of solidarity and coordination among members of the organization. Because one
individual can hardly make a big change.
- In the development of vision and strategy, Kotter helped businesses define their own prospects. It is the vision that will make
individuals work together effectively, managers and employees can take initiative in their work, making business operations smoother and faster.
- Communicate the vision: If the vision helps to overcome inertia, then communicating the vision will help this spread among all members of the business.
- Maximum empowerment will stimulate the development of managers, the ability to exercise more autonomy, so the work is done
faster. For lower-level employees, empowerment will create conditions for them to develop, thereby motivating and stimulating
them to work better, while for upper-level managers, empowering enables them to focus on strategic issue.
- Large-scale change takes a long time, so there needs to be convincing evidence that efforts will pay off. Understanding this,
Professor Kotter introduced the sixth step "Creating short-term wins". This step helps to create morale and motivation among
employees, maintain the support of senior leaders, and evidence that change is on the right track.
- Any change becomes solid only when it penetrates deeply into the behavior and attitude of all employees and permeates into the
company culture. This is the advantage of the 8th step of the Kotter model.  Disadvantages:
- Besides the advantages, there are disadvantages in the steps of the theory that are the steps in this model must follow its
sequence, the requirements in each step must be resolved definitively. Many steps can take place at the same time, but just
skipping a step, or a step that has not been completely resolved, the business can be in trouble. Another disadvantage is that this
theory is only suitable for large-scale changes or changes of a complex nature.
- Creating urgency has a disadvantage that increasing urgency requires taking risks and creating high pressure at work, causing
instability, and creating more difficulties for businesses.
- A guiding group is a group of people who work well together and trust each other to bring success. However, forming such a
group is not an easy thing because of personal conflicts of interest and it takes time to find the right people for this guiding group. g p
- Setting a vision is always a difficult, complex, and sometimes emotional affair. Establishing a vision requires mind and heart, and
this can take a long time and involve a lot of people. On the other hand, the vision becomes worthless if the organization does not understand it.
- Forming and developing a vision is difficult, communicating a vision is even more difficult. Not everyone can fully and
consistently communicate the vision so that everyone in the organization has the same understanding of its meaning and direction.
- Empowerment has many benefits, but it's also one that confuses leaders. The question for them is to whom to empower and
whether these people can take over the assigned authority or not. When giving authority to subordinates, one must trust and
accept the failure of the subordinate when the subordinate is incompetent.
- Creating short-term wins can take away the urgency that the business tried to create in the first step. If stopped before a job is
completely completed, all previous efforts may disappear and the business. may also have to start from scratch.
- Organizational culture has been formed for many years, consolidated, maintained, and developed through many generations of
members of the enterprise. All members implicitly acknowledge cultural values and are very reluctant to change to other
organizational cultures. new value. So, changing it takes time and the process can be bumpy. The longer the business operates,
the more sustainable these factors become. It is accepted by default and becomes a habit of everyone, so changing corporate culture is not easy.
- Sufficient time is needed to complete the entire change plan because “Skipping a few steps will only create the illusion of speed
and will never produce satisfactory results. Make serious mistakes at any stage. Any stage can have a destructive effect, slowing
growth, and negating hard-won gains.”
Kurt Lewin’s change model advantages & disadvantages:  Advantages: - Easy to understand:
+ Some ever-changing frameworks can take a long time to learn, and it's easy to get lost in a sea of acronyms. Lewin's theory of
change is straightforward and divided into three main phases, each with several steps. Force field analysis in Lewin's model of
change is also a simple concept that anyone can easily understand and apply immediately. - It focuses on behavior.
+ Behavioral psychology used in Kurt Lewin's model of change focuses on what makes people resist or support change. This
human-centered focus is indeed consistent with many other change models that also focus on the human element of change. - Models create feel
+ If you look at Kurt Lewin's change model, the logic of unfreezing, changing, and refreezing makes sense to a lot of people. Its
simplicity helps people better understand change management in general without getting bogged down in a lot of industry jargon or complicated steps.  Disadvantages:
- Kurt Lewin's change model is not detailed enough Some feel that Lewin's change management model is a bit simplistic. The
steps in each phase can be interpreted in different ways. Often a different change management model is required to "fill in the gaps".
- Kurt Lewin's model of change is too rigid and does not reflect modern the frozen phase of the Kurt Lewin model is sometimes
scrutinized by those who consider it too rigid, because its "freezes" behavior that only needs to be unfrozen in the near future due
to rapid technological progress. It causes companies to constantly change to keep up with trends. They believe that the last stage
should be more flexible. People think that Kurt Lewin's theory of change is a bit outdated. It was created with comparisons to
Max Weber in 1947, long before the technology became a core part of today's workplace.
- Kurt Lewin's model of change can be seen as combative rather than nurturing Lewin's three-step model emphasizes the breaking
of equilibrium during thawing, which is essentially "wobbly" and can be seen as aggressive. Some argue that instead of creating
favorable and unfavorable environments for change, Lewin's model of change focuses too much on two opposing forces competing for advantage.