1. Establishing sense of urgency. According to Kotter the first step in any change effort is to establish a sense of urgency for change. Most business managers are busy as such to attain the attention and commitment of the managers the change leader has to convince them of the significance of change (Kotter & Cohen, 2002). He believed that with urgency low it would be difficult to put together a group capable of guiding the effort. He identified complacency as a major undermining factor in establishing a sense of urgency (Kotter & Cohen, 2002). Kotter listed nine sources of complacency in the management of an organization. One of the reasons is the absence of a major and visible crisis. Another reason is the presence of too many visible resources. Another reason of complacency is low overall performance (Sabri, Gupta & Beitler, 2006). Another contributing factor to complacency is the presence of organizational structures with narrow functional goals. Measurement of the wrong performance metrics is another source of complacency. The organization may lack feedback from external sources which may cause satisfaction. Other factors include development of a bad culture and denial of problems. The Kotter model comes up with several methods of developing urgency for change (Sabri, Gupta & Beitler, 2006). They include;
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Incorporate changes into the culture for new approaches. The eighth step of the Kotter model of change management aims to anchor new approaches in the culture for sustained change. To make any change stick, it should be part of your organization (Biech, E., 2007). The corporate culture determines the performance of an organization; as such the values behind your vision must show in day- to- day work. It is possible to achieve this by making continuous efforts to make sure that the change gets observed in every part of your organization (Sabri, Gupta & Beitler, 2006). A leader can do the following to ensure that the change sticks to the culture of the
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Incorporate changes into the culture for new approaches. The eighth step of the Kotter model of change management aims to anchor new approaches in the culture for sustained change. To make any change stick, it should be part of your organization (Biech, E., 2007). The corporate culture determines the performance of an organization; as such the values behind your vision must show in day- to- day work. It is possible to achieve this by making continuous efforts to make sure that the change gets observed in every part of your organization (Sabri, Gupta & Beitler, 2006). A leader can do the following to ensure that the change sticks to the culture of the