Kotter's 8- Step Change Model - Revision history

S134181: /* New title: Kotter's 8-Step Change Model as a tool in Program Management */

2018-02-28T11:51:48Z

New title: Kotter's 8-Step Change Model as a tool in Program Management

← Older revision		Revision as of 11:51, 28 February 2018
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	=<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Kotter%27s_8-Step_Change_Model_as_a_tool_in_Program_Management ~~New title:~~ Kotter's 8-Step Change Model as a tool in Program Management]</span>=		=New title: <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Kotter%27s_8-Step_Change_Model_as_a_tool_in_Program_Management Kotter's 8-Step Change Model as a tool in Program Management]</span>=
	== Abstract ==		== Abstract ==
	As a program exists in a dynamic environment it is affected by external as well as internal factors this makes it necessary for a program manager to make changes to the program to adapt to changes from the environment.<ref name="The Standard for Program Management">"Project Management Institute \| 2008 \| The Standard for Program Management 2nd ed."</ref> In the program management literature, one find tools to make the decision of change but not how the change has to be implemented in a program successfully without affecting the people in the program in a negative way. When first the decision about making a change is taken the next step is to implement the changes. John P. Kotter has developed a method to implement changes which consist of eight steps. These steps are described in Kotter’s 8-Step Change Model to guide organizations through change.<ref name=" Leading Change: Why Transformation Efforts Fail">" Kotter, John P.\| 1995 \|Leading Change: Why Transformation Efforts Fail. Harvard Business Review pp. 59-67 "</ref> As programs can be seen as temporary organizations. <ref name="Managing Successful programs">" AXELOS, and Cabinet Office \| 2011 \| Managing Successful Programmes 4th ed."</ref>		As a program exists in a dynamic environment it is affected by external as well as internal factors this makes it necessary for a program manager to make changes to the program to adapt to changes from the environment.<ref name="The Standard for Program Management">"Project Management Institute \| 2008 \| The Standard for Program Management 2nd ed."</ref> In the program management literature, one find tools to make the decision of change but not how the change has to be implemented in a program successfully without affecting the people in the program in a negative way. When first the decision about making a change is taken the next step is to implement the changes. John P. Kotter has developed a method to implement changes which consist of eight steps. These steps are described in Kotter’s 8-Step Change Model to guide organizations through change.<ref name=" Leading Change: Why Transformation Efforts Fail">" Kotter, John P.\| 1995 \|Leading Change: Why Transformation Efforts Fail. Harvard Business Review pp. 59-67 "</ref> As programs can be seen as temporary organizations. <ref name="Managing Successful programs">" AXELOS, and Cabinet Office \| 2011 \| Managing Successful Programmes 4th ed."</ref>

S134181: /* New title: Kotter's 8-Step Change Model as a tool in Program Management */

2018-02-28T11:51:26Z

New title: Kotter's 8-Step Change Model as a tool in Program Management

← Older revision		Revision as of 11:51, 28 February 2018
Line 1:		Line 1:
	= New title: Kotter's 8-Step Change Model as a tool in Program Management=		=<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Kotter%27s_8-Step_Change_Model_as_a_tool_in_Program_Management New title: Kotter's 8-Step Change Model as a tool in Program Management]</span>=
	== Abstract ==		== Abstract ==
	As a program exists in a dynamic environment it is affected by external as well as internal factors this makes it necessary for a program manager to make changes to the program to adapt to changes from the environment.<ref name="The Standard for Program Management">"Project Management Institute \| 2008 \| The Standard for Program Management 2nd ed."</ref> In the program management literature, one find tools to make the decision of change but not how the change has to be implemented in a program successfully without affecting the people in the program in a negative way. When first the decision about making a change is taken the next step is to implement the changes. John P. Kotter has developed a method to implement changes which consist of eight steps. These steps are described in Kotter’s 8-Step Change Model to guide organizations through change.<ref name=" Leading Change: Why Transformation Efforts Fail">" Kotter, John P.\| 1995 \|Leading Change: Why Transformation Efforts Fail. Harvard Business Review pp. 59-67 "</ref> As programs can be seen as temporary organizations. <ref name="Managing Successful programs">" AXELOS, and Cabinet Office \| 2011 \| Managing Successful Programmes 4th ed."</ref>		As a program exists in a dynamic environment it is affected by external as well as internal factors this makes it necessary for a program manager to make changes to the program to adapt to changes from the environment.<ref name="The Standard for Program Management">"Project Management Institute \| 2008 \| The Standard for Program Management 2nd ed."</ref> In the program management literature, one find tools to make the decision of change but not how the change has to be implemented in a program successfully without affecting the people in the program in a negative way. When first the decision about making a change is taken the next step is to implement the changes. John P. Kotter has developed a method to implement changes which consist of eight steps. These steps are described in Kotter’s 8-Step Change Model to guide organizations through change.<ref name=" Leading Change: Why Transformation Efforts Fail">" Kotter, John P.\| 1995 \|Leading Change: Why Transformation Efforts Fail. Harvard Business Review pp. 59-67 "</ref> As programs can be seen as temporary organizations. <ref name="Managing Successful programs">" AXELOS, and Cabinet Office \| 2011 \| Managing Successful Programmes 4th ed."</ref>

S134181: /* Managing programs */

2018-02-28T11:31:08Z

Managing programs

← Older revision		Revision as of 11:31, 28 February 2018
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	<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager The roles and responsibilities of a program manager]</span> are to lead the temporary organization through the time it exists till it has reached the program’s strategic objectives and benefits. <ref name="The Standard for Program Management"/> Leading a program involves being in contact with different stakeholders as each project manager, the project teams, the Program Management Office and the higher management levels and others but a program manager should also have knowledge within program objectives and organizational culture and processes. <ref name="The Standard for Program Management"/> A program is affected by internal and external factors; an example could be a change of strategy from the top management which can mean big changes for a program.<ref name="The Standard for Program Management"/>		<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager The roles and responsibilities of a program manager]</span> are to lead the temporary organization through the time it exists till it has reached the program’s strategic objectives and benefits. <ref name="The Standard for Program Management"/> Leading a program involves being in contact with different stakeholders as each project manager, the project teams, the Program Management Office and the higher management levels and others but a program manager should also have knowledge within program objectives and organizational culture and processes. <ref name="The Standard for Program Management"/> A program is affected by internal and external factors; an example could be a change of strategy from the top management which can mean big changes for a program.<ref name="The Standard for Program Management"/>

	Change is in the <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Managing_Successful_Programmes_(MSP)MSP]</span> framework mentioned as one of the success factors for a program.<ref name="Managing Successful programs"/> As a program manager one has to be able to handle changes, which can be both minor changes and bigger changes since the many stakeholders, the fast-moving market and the duration of a program make changes inevitable and a program being dynamic. <ref name="Managing Successful programs"/> Since a program manager has to lead many people the program manager has to be able to handle how change affects procedures, costs and other objectives of a program and at the same time how change affects people who are part of a program either as internal or external stakeholders.<ref name="Managing Successful programs"/>		Change is in the <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Managing_Successful_Programmes_(MSP) MSP]</span> framework mentioned as one of the success factors for a program.<ref name="Managing Successful programs"/> As a program manager one has to be able to handle changes, which can be both minor changes and bigger changes since the many stakeholders, the fast-moving market and the duration of a program make changes inevitable and a program being dynamic. <ref name="Managing Successful programs"/> Since a program manager has to lead many people the program manager has to be able to handle how change affects procedures, costs and other objectives of a program and at the same time how change affects people who are part of a program either as internal or external stakeholders.<ref name="Managing Successful programs"/>

	People are an important driver of a program and will, therefore, be affected if changes are made in a program.<ref name="Managing Successful programs"/>		People are an important driver of a program and will, therefore, be affected if changes are made in a program.<ref name="Managing Successful programs"/>

S134181: /* Managing programs */

2018-02-28T11:30:44Z

Managing programs

← Older revision		Revision as of 11:30, 28 February 2018
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	<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager The roles and responsibilities of a program manager]</span> are to lead the temporary organization through the time it exists till it has reached the program’s strategic objectives and benefits. <ref name="The Standard for Program Management"/> Leading a program involves being in contact with different stakeholders as each project manager, the project teams, the Program Management Office and the higher management levels and others but a program manager should also have knowledge within program objectives and organizational culture and processes. <ref name="The Standard for Program Management"/> A program is affected by internal and external factors; an example could be a change of strategy from the top management which can mean big changes for a program.<ref name="The Standard for Program Management"/>		<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager The roles and responsibilities of a program manager]</span> are to lead the temporary organization through the time it exists till it has reached the program’s strategic objectives and benefits. <ref name="The Standard for Program Management"/> Leading a program involves being in contact with different stakeholders as each project manager, the project teams, the Program Management Office and the higher management levels and others but a program manager should also have knowledge within program objectives and organizational culture and processes. <ref name="The Standard for Program Management"/> A program is affected by internal and external factors; an example could be a change of strategy from the top management which can mean big changes for a program.<ref name="The Standard for Program Management"/>

	Change is in ~~program management theory~~ mentioned as one of the success factors for a program.<ref name="Managing Successful programs"/> As a program manager one has to be able to handle changes, which can be both minor changes and bigger changes since the many stakeholders, the fast-moving market and the duration of a program make changes inevitable and a program being dynamic. <ref name="Managing Successful programs"/> Since a program manager has to lead many people the program manager has to be able to handle how change affects procedures, costs and other objectives of a program and at the same time how change affects people who are part of a program either as internal or external stakeholders.<ref name="Managing Successful programs"/>		Change is in the <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Managing_Successful_Programmes_(MSP)MSP]</span> framework mentioned as one of the success factors for a program.<ref name="Managing Successful programs"/> As a program manager one has to be able to handle changes, which can be both minor changes and bigger changes since the many stakeholders, the fast-moving market and the duration of a program make changes inevitable and a program being dynamic. <ref name="Managing Successful programs"/> Since a program manager has to lead many people the program manager has to be able to handle how change affects procedures, costs and other objectives of a program and at the same time how change affects people who are part of a program either as internal or external stakeholders.<ref name="Managing Successful programs"/>

	People are an important driver of a program and will, therefore, be affected if changes are made in a program.<ref name="Managing Successful programs"/>		People are an important driver of a program and will, therefore, be affected if changes are made in a program.<ref name="Managing Successful programs"/>

S134181: /* Kotter’s 8-Step Change Model as a tool for managing change in a program */

2018-02-28T11:25:47Z

Kotter’s 8-Step Change Model as a tool for managing change in a program

← Older revision		Revision as of 11:25, 28 February 2018
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	John P. Kotter’s work is seen as some of the most important work within change management building on Kurt Lewin’s three-stage change model from 1947.<ref name="Org change 1990s">" Armenakis, Achilles A, and Bedeian, Arthur G.\| 1999 \| Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management Vol. 25, No. 3, pp. 293-315- "</ref> Kotter bases his research on studies of around 100 companies.<ref name="Review org change">" Buchanan et al.\| 2005 \| No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews Vol. 7 I No.3 pp. 189–205"</ref> Based on his research he developed The 8-Step Change Model which was published in 1995. It is a model to guide organizations through major change. Since change is an important part of program management.<ref name="Leading Change: Why Transformation Efforts Fail"/> The 8-Step Change Model can be useful for program managers to know how to lead people through change. To use Kotter’s 8-Step Change Model in program management one has to look at a program as defined earlier in this article ''“A programme is defined as a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A programme is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>		John P. Kotter’s work is seen as some of the most important work within change management building on Kurt Lewin’s three-stage change model from 1947.<ref name="Org change 1990s">" Armenakis, Achilles A, and Bedeian, Arthur G.\| 1999 \| Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management Vol. 25, No. 3, pp. 293-315- "</ref> Kotter bases his research on studies of around 100 companies.<ref name="Review org change">" Buchanan et al.\| 2005 \| No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews Vol. 7 I No.3 pp. 189–205"</ref> Based on his research he developed The 8-Step Change Model which was published in 1995. It is a model to guide organizations through major change. Since change is an important part of program management.<ref name="Leading Change: Why Transformation Efforts Fail"/> The 8-Step Change Model can be useful for program managers to know how to lead people through change. To use Kotter’s 8-Step Change Model in program management one has to look at a program as defined earlier in this article ''“A programme is defined as a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A programme is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>
	For this reason, in this article, the term program will be used but it is seen as a temporary organization. The 8-Step Change Model is divided into steps where the program manager starts with the first step and then follows the steps in the model continuous till all steps are developed and ends with the eights step. The steps a program manager has to follow are Establishing a Sense of Urgency, Forming a Powerful Guiding Coalition, Create a Vision, Communicating the Vision, Empowering Others to Act on the Vision, Planning for and Creating Short-Term Wins, Consolidating Improvements and Producing Still More Change, Institutionalizing New Approaches.<ref name="Leading Change: Why Transformation Efforts Fail" />		For this reason, in this article, the term program will be used but it is seen as a temporary organization. The 8-Step Change Model is divided into steps where the program manager starts with the first step and then follows the steps in the model continuous till all steps are developed and ends with the eights step. The steps a program manager has to follow are Establishing a Sense of Urgency, Forming a Powerful Guiding Coalition, Create a Vision, Communicating the Vision, Empowering Others to Act on the Vision, Planning for and Creating Short-Term Wins, Consolidating Improvements and Producing Still More Change, Institutionalizing New Approaches.<ref name="Leading Change: Why Transformation Efforts Fail" />










	=== Application ===		=== Application ===

S134181: /* Managing programs */

2018-02-28T11:25:34Z

Managing programs

← Older revision		Revision as of 11:25, 28 February 2018
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	Often the people factor is not in focus when a change process is happening, the focus is more on the technical perspective.<ref name="Change Management"/> When looking at literature like The Standard of Program Management and how to handle change in a program, it describes tools that explain how a program manager makes the decision of change, however not how the program manager implements changes in the temporary organization. Therefore the following part will describe how the program manager implements major change after the decision of making the change has been taken.		Often the people factor is not in focus when a change process is happening, the focus is more on the technical perspective.<ref name="Change Management"/> When looking at literature like The Standard of Program Management and how to handle change in a program, it describes tools that explain how a program manager makes the decision of change, however not how the program manager implements changes in the temporary organization. Therefore the following part will describe how the program manager implements major change after the decision of making the change has been taken.


	~~<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager]</span>~~

	==Kotter’s 8-Step Change Model as a tool for managing change in a program==		==Kotter’s 8-Step Change Model as a tool for managing change in a program==

S134181: /* Managing programs */

2018-02-28T11:25:05Z

Managing programs

← Older revision		Revision as of 11:25, 28 February 2018
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	== Managing programs ==		== Managing programs ==
	A program can be defined as: ''“ a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A program is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>		A program can be defined as: ''“ a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A program is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>
	<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager]</span> are to lead the temporary organization through the time it exists till it has reached the program’s strategic objectives and benefits. <ref name="The Standard for Program Management"/> Leading a program involves being in contact with different stakeholders as each project manager, the project teams, the Program Management Office and the higher management levels and others but a program manager should also have knowledge within program objectives and organizational culture and processes. <ref name="The Standard for Program Management"/> A program is affected by internal and external factors; an example could be a change of strategy from the top management which can mean big changes for a program.<ref name="The Standard for Program Management"/>		<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager The roles and responsibilities of a program manager]</span> are to lead the temporary organization through the time it exists till it has reached the program’s strategic objectives and benefits. <ref name="The Standard for Program Management"/> Leading a program involves being in contact with different stakeholders as each project manager, the project teams, the Program Management Office and the higher management levels and others but a program manager should also have knowledge within program objectives and organizational culture and processes. <ref name="The Standard for Program Management"/> A program is affected by internal and external factors; an example could be a change of strategy from the top management which can mean big changes for a program.<ref name="The Standard for Program Management"/>

	Change is in program management theory mentioned as one of the success factors for a program.<ref name="Managing Successful programs"/> As a program manager one has to be able to handle changes, which can be both minor changes and bigger changes since the many stakeholders, the fast-moving market and the duration of a program make changes inevitable and a program being dynamic. <ref name="Managing Successful programs"/> Since a program manager has to lead many people the program manager has to be able to handle how change affects procedures, costs and other objectives of a program and at the same time how change affects people who are part of a program either as internal or external stakeholders.<ref name="Managing Successful programs"/>		Change is in program management theory mentioned as one of the success factors for a program.<ref name="Managing Successful programs"/> As a program manager one has to be able to handle changes, which can be both minor changes and bigger changes since the many stakeholders, the fast-moving market and the duration of a program make changes inevitable and a program being dynamic. <ref name="Managing Successful programs"/> Since a program manager has to lead many people the program manager has to be able to handle how change affects procedures, costs and other objectives of a program and at the same time how change affects people who are part of a program either as internal or external stakeholders.<ref name="Managing Successful programs"/>

S134181: /* Managing programs */

2018-02-28T11:23:47Z

Managing programs

← Older revision		Revision as of 11:23, 28 February 2018
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	== Managing programs ==		== Managing programs ==
	A program can be defined as: ''“ a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A program is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>		A program can be defined as: ''“ a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A program is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>
	~~A program manager is~~ to lead the temporary organization through the time it exists till it has reached the program’s strategic objectives and benefits. <ref name="The Standard for Program Management"/> Leading a program involves being in contact with different stakeholders as each project manager, the project teams, the Program Management Office and the higher management levels and others but a program manager should also have knowledge within program objectives and organizational culture and processes. <ref name="The Standard for Program Management"/> A program is affected by internal and external factors; an example could be a change of strategy from the top management which can mean big changes for a program.<ref name="The Standard for Program Management"/>		<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager]</span> are to lead the temporary organization through the time it exists till it has reached the program’s strategic objectives and benefits. <ref name="The Standard for Program Management"/> Leading a program involves being in contact with different stakeholders as each project manager, the project teams, the Program Management Office and the higher management levels and others but a program manager should also have knowledge within program objectives and organizational culture and processes. <ref name="The Standard for Program Management"/> A program is affected by internal and external factors; an example could be a change of strategy from the top management which can mean big changes for a program.<ref name="The Standard for Program Management"/>

	Change is in program management theory mentioned as one of the success factors for a program.<ref name="Managing Successful programs"/> As a program manager one has to be able to handle changes, which can be both minor changes and bigger changes since the many stakeholders, the fast-moving market and the duration of a program make changes inevitable and a program being dynamic. <ref name="Managing Successful programs"/> Since a program manager has to lead many people the program manager has to be able to handle how change affects procedures, costs and other objectives of a program and at the same time how change affects people who are part of a program either as internal or external stakeholders.<ref name="Managing Successful programs"/>		Change is in program management theory mentioned as one of the success factors for a program.<ref name="Managing Successful programs"/> As a program manager one has to be able to handle changes, which can be both minor changes and bigger changes since the many stakeholders, the fast-moving market and the duration of a program make changes inevitable and a program being dynamic. <ref name="Managing Successful programs"/> Since a program manager has to lead many people the program manager has to be able to handle how change affects procedures, costs and other objectives of a program and at the same time how change affects people who are part of a program either as internal or external stakeholders.<ref name="Managing Successful programs"/>
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	Often the people factor is not in focus when a change process is happening, the focus is more on the technical perspective.<ref name="Change Management"/> When looking at literature like The Standard of Program Management and how to handle change in a program, it describes tools that explain how a program manager makes the decision of change, however not how the program manager implements changes in the temporary organization. Therefore the following part will describe how the program manager implements major change after the decision of making the change has been taken.		Often the people factor is not in focus when a change process is happening, the focus is more on the technical perspective.<ref name="Change Management"/> When looking at literature like The Standard of Program Management and how to handle change in a program, it describes tools that explain how a program manager makes the decision of change, however not how the program manager implements changes in the temporary organization. Therefore the following part will describe how the program manager implements major change after the decision of making the change has been taken.


			<span class="plainlinks">[http://apppm.man.dtu.dk/index.php/Roles_and_responsibilities_of_program_manager]</span>

	==Kotter’s 8-Step Change Model as a tool for managing change in a program==		==Kotter’s 8-Step Change Model as a tool for managing change in a program==

S134181: /* Kotter’s 8-Step Change Model as a tool for managing change in a program */

2018-02-28T10:25:41Z

Kotter’s 8-Step Change Model as a tool for managing change in a program

← Older revision		Revision as of 10:25, 28 February 2018
Line 20:		Line 20:
	John P. Kotter’s work is seen as some of the most important work within change management building on Kurt Lewin’s three-stage change model from 1947.<ref name="Org change 1990s">" Armenakis, Achilles A, and Bedeian, Arthur G.\| 1999 \| Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management Vol. 25, No. 3, pp. 293-315- "</ref> Kotter bases his research on studies of around 100 companies.<ref name="Review org change">" Buchanan et al.\| 2005 \| No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews Vol. 7 I No.3 pp. 189–205"</ref> Based on his research he developed The 8-Step Change Model which was published in 1995. It is a model to guide organizations through major change. Since change is an important part of program management.<ref name="Leading Change: Why Transformation Efforts Fail"/> The 8-Step Change Model can be useful for program managers to know how to lead people through change. To use Kotter’s 8-Step Change Model in program management one has to look at a program as defined earlier in this article ''“A programme is defined as a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A programme is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>		John P. Kotter’s work is seen as some of the most important work within change management building on Kurt Lewin’s three-stage change model from 1947.<ref name="Org change 1990s">" Armenakis, Achilles A, and Bedeian, Arthur G.\| 1999 \| Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management Vol. 25, No. 3, pp. 293-315- "</ref> Kotter bases his research on studies of around 100 companies.<ref name="Review org change">" Buchanan et al.\| 2005 \| No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews Vol. 7 I No.3 pp. 189–205"</ref> Based on his research he developed The 8-Step Change Model which was published in 1995. It is a model to guide organizations through major change. Since change is an important part of program management.<ref name="Leading Change: Why Transformation Efforts Fail"/> The 8-Step Change Model can be useful for program managers to know how to lead people through change. To use Kotter’s 8-Step Change Model in program management one has to look at a program as defined earlier in this article ''“A programme is defined as a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A programme is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>
	For this reason, in this article, the term program will be used but it is seen as a temporary organization. The 8-Step Change Model is divided into steps where the program manager starts with the first step and then follows the steps in the model continuous till all steps are developed and ends with the eights step. The steps a program manager has to follow are Establishing a Sense of Urgency, Forming a Powerful Guiding Coalition, Create a Vision, Communicating the Vision, Empowering Others to Act on the Vision, Planning for and Creating Short-Term Wins, Consolidating Improvements and Producing Still More Change, Institutionalizing New Approaches.<ref name="Leading Change: Why Transformation Efforts Fail" />		For this reason, in this article, the term program will be used but it is seen as a temporary organization. The 8-Step Change Model is divided into steps where the program manager starts with the first step and then follows the steps in the model continuous till all steps are developed and ends with the eights step. The steps a program manager has to follow are Establishing a Sense of Urgency, Forming a Powerful Guiding Coalition, Create a Vision, Communicating the Vision, Empowering Others to Act on the Vision, Planning for and Creating Short-Term Wins, Consolidating Improvements and Producing Still More Change, Institutionalizing New Approaches.<ref name="Leading Change: Why Transformation Efforts Fail" />

S134181: /* Kotter’s 8-Step Change Model as a tool for managing change in a program */

2018-02-28T10:25:31Z

Kotter’s 8-Step Change Model as a tool for managing change in a program

← Older revision		Revision as of 10:25, 28 February 2018
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	John P. Kotter’s work is seen as some of the most important work within change management building on Kurt Lewin’s three-stage change model from 1947.<ref name="Org change 1990s">" Armenakis, Achilles A, and Bedeian, Arthur G.\| 1999 \| Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management Vol. 25, No. 3, pp. 293-315- "</ref> Kotter bases his research on studies of around 100 companies.<ref name="Review org change">" Buchanan et al.\| 2005 \| No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews Vol. 7 I No.3 pp. 189–205"</ref> Based on his research he developed The 8-Step Change Model which was published in 1995. It is a model to guide organizations through major change. Since change is an important part of program management.<ref name="Leading Change: Why Transformation Efforts Fail"/> The 8-Step Change Model can be useful for program managers to know how to lead people through change. To use Kotter’s 8-Step Change Model in program management one has to look at a program as defined earlier in this article ''“A programme is defined as a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A programme is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>		John P. Kotter’s work is seen as some of the most important work within change management building on Kurt Lewin’s three-stage change model from 1947.<ref name="Org change 1990s">" Armenakis, Achilles A, and Bedeian, Arthur G.\| 1999 \| Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management Vol. 25, No. 3, pp. 293-315- "</ref> Kotter bases his research on studies of around 100 companies.<ref name="Review org change">" Buchanan et al.\| 2005 \| No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews Vol. 7 I No.3 pp. 189–205"</ref> Based on his research he developed The 8-Step Change Model which was published in 1995. It is a model to guide organizations through major change. Since change is an important part of program management.<ref name="Leading Change: Why Transformation Efforts Fail"/> The 8-Step Change Model can be useful for program managers to know how to lead people through change. To use Kotter’s 8-Step Change Model in program management one has to look at a program as defined earlier in this article ''“A programme is defined as a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. A programme is likely to have a life that spans several years.”'' <ref name="Managing Successful programs"/>
	For this reason, in this article, the term program will be used but it is seen as a temporary organization. The 8-Step Change Model is divided into steps where the program manager starts with the first step and then follows the steps in the model continuous till all steps are developed and ends with the eights step. The steps a program manager has to follow are Establishing a Sense of Urgency, Forming a Powerful Guiding Coalition, Create a Vision, Communicating the Vision, Empowering Others to Act on the Vision, Planning for and Creating Short-Term Wins, Consolidating Improvements and Producing Still More Change, Institutionalizing New Approaches.<ref name="Leading Change: Why Transformation Efforts Fail" />		For this reason, in this article, the term program will be used but it is seen as a temporary organization. The 8-Step Change Model is divided into steps where the program manager starts with the first step and then follows the steps in the model continuous till all steps are developed and ends with the eights step. The steps a program manager has to follow are Establishing a Sense of Urgency, Forming a Powerful Guiding Coalition, Create a Vision, Communicating the Vision, Empowering Others to Act on the Vision, Planning for and Creating Short-Term Wins, Consolidating Improvements and Producing Still More Change, Institutionalizing New Approaches.<ref name="Leading Change: Why Transformation Efforts Fail" />