The 8 stages of change Tutorial

Unlock the secrets to successful transformation in "the 8 stages of change"! Discover John Cotter's proven 8-step process that tackles the common pitfalls of organizational change. From creating urgency to anchoring new habits in corporate culture, this video offers essential insights for anyone seeking agility and growth. Don’t miss the chance to enhance your change management skills!

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and Harvard Business School professor John Cotter

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asserts that 70% of organizational transformations fail

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for a lack of a holistic AKA global approach.

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After 30 years of analyzing the successes and failures of transformation efforts,

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he suggested a change process based on e8 steps,

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whatever the program and the field of change.

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The first step is to create a sense of urgency,

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show that the status quo is no longer acceptable and that it will lead to failure.

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It is difficult to get people out of their habits,

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out of their comfort zone,

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so we have to shake up

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their certainties,

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their self-satisfaction by explaining the risks of not changing.

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How

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show the initiatives and the thread of competitors.

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Describe the results of a SWOT analysis.

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We made a video on the subject.

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Talk about dissatisfied customers and highlight their complaints.

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Describe the impact of new standards or regulations on the company.

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The sense of urgency will trigger a number of

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employees who can become engines of future transformation.

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Second step,

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form a powerful coalition.

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Alone,

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the chances of a successful transformation are minimal.

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Hierarchical power or charismatic leaders can inspire,

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but they will not be enough to bring about a major transformation.

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Cotter recommends a core team of 3 to 5 people

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with different and complementary talents

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who to integrate into the coalition.

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People with authority by their hierarchical status,

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by their charisma

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and their network,

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by their in-depth expertise,

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by their seniority

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choose people that are considered credible and legitimate.

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Ideally,

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these people will come from different functions,

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entities,

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geographic areas

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so that they represent all of the people affected by the change.

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Third step,

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create a vision for change.

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As Cotter points out,

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without a vision,

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the transformation will fail very quickly.

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Assign the coalition to writing the vision for transformation

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at most by involving frontline workers or at least by listening to them.

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This

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vision of the future state must

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both motivate and reassure all the public impacted by the future transformation.

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This transformation project

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has to be aligned with the values of the

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company which will strengthen the legitimacy of the vision.

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According to Cotter,

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the vision will give a meaning,

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a goal.

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The individual contributions will then align with this goal.

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The vision represents also the overall strategy that will be deployed

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to move from the current state

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to the goal.

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In some cases at this stage,

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the how to do it,

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the road map will be described.

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Some deployments of change will give employees larger leeway.

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The employees,

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before taking action in step 5,

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will decide and describe how to

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translate the strategy into operational objectives.

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Step 4,

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communicate the vision.

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To mobilize the people affected by the change,

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the vision must be shared with the stakeholders of the change.

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Tell them

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what the future will look like and what the overall steps are to get there.

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According to Cotter,

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the communication scenario will be based on two messages one,

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recall the sense of urgency,

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the risks involved in not changing.

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Then 2,

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show how the proposed change will avoid

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the disastrous consequences that everyone fears.

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Communication will remain permanent and

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omnipresent throughout the following stages.

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Communication on how to lead the change,

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communication on specifying and readjusting the trajectory,

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on celebrating victories,

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etc.

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etc.

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Fifth step enable action and remove obstacles.

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It's time to get people involved in the action

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so that the transformation could also be driven from the ground.

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At this stage,

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the employees translate the strategy into action.

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Their motivation will be stronger

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if this operational setting of the vision into an

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action plan is done in a participatory manner.

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During implementation,

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the agents of change deal with and

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overcome the first obstacles encountered in the field

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and inform management about them.

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The initiatives of services and individuals are encouraged and welcomed

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and corrected if they are not consistent with the goal.

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6th step,

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generate short term wins.

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We cannot sustainably mobilize employees if they do not see quick results.

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The risk of shortness of breath arises very quickly,

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especially with transformations that last several months.

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Teams will no longer put energy into change if they don't see the positive signals.

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At first,

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it's more chaos and overwork that will be visible.

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It is therefore essential

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that all the smallest positive changes are made visible,

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communicated,

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and celebrated.

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Defining milestones and intermediate objectives

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will therefore maintain the energy

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and dynamism of the agents of change.

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7th step,

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according to Cotter,

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build on change for more change.

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Achieving early results in the short term

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removes the trap of inertia and discouragement.

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These victories also allow to reassure the teams of their ability

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to implement the change and overcome

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the first obstacles they will encounter.

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However,

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these short term results are often the result of the easiest and fastest actions.

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These victories are not enough

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to transform the organization.

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We must build on this first momentum for success at

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a sustained pace to push and maximize commitment to action,

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and in particular the actions that will only yield results in the long term.

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Driven by this dynamic of action,

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we will eventually arrive at a critical

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mass of transformative actions which will overcome

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the ever threatening risks of running out of steam

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and disengagement.

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8th step,

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anchor the changes in corporate culture.

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How?

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By making new practices which go in the right direction,

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a habit.

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Do not wait until the reorganization is complete

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to consolidate some effective changes.

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Anchor and consolidate changes by official announcements,

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by drafting procedures,

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standards,

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norms,

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operating methods,

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and uses,

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etc.

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Remember,

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when the projected and state has become reality.

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To bring all the operational documents into compliance to underpin the change.

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What to do after the 8th step?

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Celebrate the change.

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Cotter doesn't really talk about it.

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According to him,

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a transformation never stops.

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In each change you make,

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I therefore invite you to make the approach

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of continuous improvement part of its new DNA.

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May the new reorganization be flexible and agile

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enough to adjust to the next transformations.

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