Kotter's 8- Step Change Model
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== Abstract == | == Abstract == | ||
“A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the discrete scope of projects in the program.” | “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the discrete scope of projects in the program.” | ||
| − | As programs are not isolated it is affected by both external and internal factors which can make it necessary to apply changes in the program. When first the decision about making a change is taken the next step is to apply the changes. John P. Kotter has developed a method to implement changes which consist of eight steps. | + | As programs are not isolated it is affected by both external and internal factors which can make it necessary to apply changes in the program. When first the decision about making a change is taken the next step is to apply the changes. John P. Kotter has developed a method to implement changes which consist of eight steps. These phases are described in Kotter’s 8-Step Change Model to guide organizations through change.<ref> 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>Muhammad Ehsan Khan | 2014 | "Program Governance" 1st ed.</ref> Kotter’s 8-Step Change Model can be used to implement changes in a program. This article will present The 8-Step Change Model as well as how to implement the model in a program. The 8-Step Change Model is a linear process divided in steps. |
| − | + | == Managing Programs == | |
| − | == Managing | + | |
<ref> AXELOS, and Cabinet Office | 2011 | "Managing Successful Programmes" 4th ed.</ref> | <ref> AXELOS, and Cabinet Office | 2011 | "Managing Successful Programmes" 4th ed.</ref> | ||
| − | == 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<ref> Kotter, John P.| 1995 |"Leading change: Why Transformation Efforts Fail" Harvard Business Review pp. 59-67 </ref> == |
| − | + | 1. Establishing a Sense of Urgency | |
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| − | 1. Establishing a Sense of Urgency | + | |
2. Forming a Powerful Guiding Coalition | 2. Forming a Powerful Guiding Coalition | ||
3. Create a Vision | 3. Create a Vision | ||
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8. Institutionalizing New Approaches | 8. Institutionalizing New Approaches | ||
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| + | == Application == | ||
== Limitations == | == Limitations == | ||
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== References == | == References == | ||
<references/> | <references/> | ||
Revision as of 22:49, 16 February 2018
Contents |
Abstract
“A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the discrete scope of projects in the program.” As programs are not isolated it is affected by both external and internal factors which can make it necessary to apply changes in the program. When first the decision about making a change is taken the next step is to apply the changes. John P. Kotter has developed a method to implement changes which consist of eight steps. These phases are described in Kotter’s 8-Step Change Model to guide organizations through change.[1] As programs can be seen as temporary organizations[2] Kotter’s 8-Step Change Model can be used to implement changes in a program. This article will present The 8-Step Change Model as well as how to implement the model in a program. The 8-Step Change Model is a linear process divided in steps.
Managing Programs
Kotter’s 8-Step Change Model as a tool for managing change in a program[4]
1. Establishing a Sense of Urgency 2. Forming a Powerful Guiding Coalition 3. Create a Vision 4. Communicating the Vision 5. Empowering Others to Act on the Vision 6. Planning for and Creating Short-Term Wins 7. Consolidating Improvements and Producing Still More Change 8. Institutionalizing New Approaches
Application
Limitations
References
- ↑ Kotter, John P.| 1995 |"Leading change: Why Transformation Efforts Fail" Harvard Business Review pp. 59-67
- ↑ Muhammad Ehsan Khan | 2014 | "Program Governance" 1st ed.
- ↑ AXELOS, and Cabinet Office | 2011 | "Managing Successful Programmes" 4th ed.
- ↑ Kotter, John P.| 1995 |"Leading change: Why Transformation Efforts Fail" Harvard Business Review pp. 59-67
