In this session, you learnt about the different types of change models.

Also, you learnt about the first two

steps of Kotter’s eight-step change model: The urgency to change and building a change coalition team.

To manage a change effectively, leaders take the help of different models, which aid them in planning,
identifying and eliminating potential roadblocks. You have learnt certain change models, which are briefly
described below.

Prosci’s ADKAR model: It is useful in identifying gaps in change management so that adequate interventions
can be made. It includes these stages:
1. Awareness: Make the employees aware of the need to cross-skill
2. Desire: Create an aspiration for the employees to change
3. Knowledge: Spread knowledge about the change
4. Ability: Develop the skills needed to undertake the change
5. Reinforcement: Ensure that employees are empowered to take necessary decisions

McKinsey’s 7S model: This model articulates the seven factors that should be defined before any change is
implemented. The seven factors include strategy, structure, systems, share value, style, staff and skills.

Kotter’s 8-step change model: This is one of the most widely adopted change management models. It
focusses on teams and individuals and helps them prepare for change. It is used by organisations for planning
the execution of change initiatives, after being convinced of the need for a change. It also provides clear
suggestions of activities that may help them navigate the change successfully. The eight stages of the model
include:

1. Creating a sense of urgency,

2. Forming a guiding coalition,
3. Developing a strategic vision and initiatives,
4. Conveying the vision for a buy-in,
5. Empowering others to take action,
6. Generating short-term wins,
7. Sustaining acceleration and
8. Incorporating changes in the culture.

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A change leader helps others acknowledge the need for a change and the urgency to act immediately in
order to implement it. Such urgency is also known as ‘The Burning Platform’. The goal is to get everyone out of
their comfort zones and make the workforce realise the importance of the need to change - Now.

To convince your organisation/team of a need for a change, you need to conduct research and gather
information pertaining to the problem that the market has available, in addition to information on the risk of
not undergoing the change. You need to provide your organisation/team with not only the information that
you have gathered but also a newfound resolution to act on that information. You need to be open minded
with what you have and have credible, yet uncomfortable, figures to emphasise the need for a change.

Leaders should also be aware of senior employees in the system who resist change as they are not convinced
of a need to change. Since such resisters are in a position to influence their teams, they may hinder the change
implementation process.

To take a change forward, you need to have a team. In change management, this team is called the change
coalition. An ideal change coalition team is a blend of different characteristics, which are mentioned briefly in
this image.

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Leaders should provide the change coalition with the necessary resources and time and communicate with it
often for project alignment. Without this, even this team, which displays excellent group characteristics, may
fail to take the change initiative to success.

Leaders should be aware of action bias. The Decision Lab describes action bias as “a tendency to respond with
action as a default, automatic reaction, even without a solid rationale to support it.” Action bias can be
overcome through building a change vision that is the picture of the future state after the change has been
implemented.

A vision should be a short and crisp description of the foreseeable future with an associated positive
meaning. The image below briefly describes the features of a change vision.

The strategy adopted by leaders to communicate a change vision differs from change agents to targets,
where change agents need to understand and articulate the vision to targets, who need to assimilate it.

At this time, leaders should instil a gut-level commitment within their employees by speaking their minds and
connecting with the hearts of their stakeholders.

Communicating a change vision entails certain elements. These are described below:
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 1. Simple: The use of less complicated jargon coupled with easy-to-understand language will help your
audience grasp the vision effectively.
2. Authentic: The use of original ideas/stories is the key to win your audience over. You should always be
real to them. Genuine communication builds trust.
3. Multichannel: You should use different mediums of communication to convey your message. Typically,
the intranet was found to be one of the most effective ways of communication due to its informal and
approachable tone. However, leaders have to ensure that the change vision is communicated through
as many mediums as possible.
4. Repetitive: A change initiative will have long-term consequences. Hence, it is imperative that the
leader sensitises the organisation repeatedly to the impending change and its objective.
5. Consistent: Consistency concerns with being true to your word and putting your words into action.
You should ensure that your actions are in sync with your vision.
6. Engaging: Leaders should find mediums of communication that not only convey their passion and logic
to the employees but also encourage them to discuss the change vision and how they can be a part of it
or adapt to it. Engagement opens the doors for discussing employee concerns and allows leaders to
further instil trust in them.

By defining and communicating the vision effectively, leaders can increase the chance of success of the change
implementation.

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