PPT 4- Kotter's Theory Flashcards

1
Q

Step 1- Create a Sense of Urgency

A

The first step is to make others aware of the need and the urgency for change. This requires an honest and open approach that convinces others of the importance to take action.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Step 2- Form a powerful coalition

A

The next step is to establish a project team to implement the change. This team should be made up of people with authority, recognition and respect within an organisation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Step 3- Create a vision for change

A

It is essential for the team to establish a vision and direction that will allow them to achieve the goal for change. Formulating a change vision can help everyone understand what the organisation is trying to achieve within a given time frame.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Step 4- Communicate the vision

A

The vision should be shared with all those who will be affected by the change. It is important to involve all stakeholders and provide opportunities for the new vision to be accepted across the entire organisation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Step 5- Empower action

A

It is crucial to empower others to act on the vision and try to remove any obstacles that may negatively impact on the change and the new vision.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Step 6- Create quick wins

A

Recognition and rewards should be given throughout the change process. This will show that contributions have been appreciated and will reinforce the positive aspects of embracing the change.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Step 7- Build on the change

A

At this stage of the process, it is important to consolidate all of the changes that have occurred and continue the process of improvement.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Step 8- Make it stick

A

The final step is to anchor the changes and create a new culture. There needs to be a clear statement to show the connection between the change and the success of the organisation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Transformation suggestion for step 1

A
  • Examine market trends and competition
  • Provide evidence that the change is necessary
  • Create a SWOT analysis
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Transformation suggestion for step 2

A
  • Assemble a team with enough power to lead the change effectively
  • Attract key leaders who demonstrate enthusiasm and commitment
  • Encourage the group to work together as a team
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Transformation suggestion for step 3

A
  • Crate an achievable vision to help direct the change
  • Develop strategies to achieve the vision
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Transformation suggestion for step 4

A
  • Use a variety of modes of communication to inform
  • Involve as many people as possible
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Transformation suggestion for step 5

A
  • Remove obstacles to the change
  • Crate a situation that will enable constructive feedback and lots of support from leaders
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Transformation suggestion for step 6

A
  • Recognise and reward those involved in achieving the change
  • Create some visible successes as soon as possible
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Transformation suggestion for step 7

A
  • Plan for and create visible performance improvements
  • Be relentless with instituting change until the vision becomes a reality
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Transformation suggestion for step 8

A
  • Communicate clearly the link between he change and the success
  • Reinforce the value of successful change through promotion and other recognitions