Kotter Model Kotter's Change Model

ADKAR model Lewin’s change model Kotter’s change model
- ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement. Each word represents a step in the change process and must be done in order so that the desired change is achieved.

- This model focuses on principles of change that are effective on an individual. Its focus is on how to change people.

Steps

- Awareness: To begin change, an individual must know what needs to change and why. What the risks for not changing are, benefit of the change to the individual. An individual is most likely not to want change without knowing there is a need for change.

- Desire: Once an individual knows what needs to be changed, it is important to help the individual find the desire to support the change. This can be done by using extrinsic motivators.

- Knowledge: It
is important to ensure that the information necessary to make the change is given to the individual. This should include information about the change, systems and behaviours that will be implemented.

- Ability: This is the step that knowledge turns into action. Support should be provided to the individual when utilizing the knowledge to make a change i.e. having someone to turn to for questions.

- Reinforcement: Recognition and encouragement should be provided to an individual when a desired outcome is achieved.
- This model assumes the change is planned and emphasizes that no matter what kind of change is being made, people are always the root of the change.

Steps

- Unfreeze: This is the introductory stage for a change to occur and takes places as driving forces become greater than restraining forces. This is the stage where motivation is created making people more motivated than hesitant to change. Resistance to change can be reduced by communication, training, employee involvement, stress management, negotiation and coercion.

- Change: This is the stage change actually occurs. People develop new attitudes or behaviour and change is implemented.

- Refreeze: This is the stage where the change is reinforced. The change is consolidated at a new level and reinforcement through supporting mechanisms, policies, structure, organisational norms. - This model focuses on leading change rather than managing it. This was an indication that upper-level management carries a heavy responsibility to lead its organisation through a change.
Steps

- Create urgency: Explain why the change is needed to get employees on board.

- Form a powerful coalition: Gather a group of people from various departments and levels within the organisation that can lead the change. Ensure the mix of these individuals is based on the knowledge, skills, and authority necessary to make the change.

- Create a vision for change: A clear vision can help individuals in the organisation to understand the reason you are asking them to do something. In addition, change process will only make more sense to people if they can actually see what the organisation is trying to achieve.

- Communicate the vision: Constantly communicate the vision and strategy, especially to those who will be impacted. You should be able to communicate this under 5mins.

- Remove obstacles: Removing obstacles can empower the people you need to execute the vision, and it can also help to move the change forward.

- Create short-term wins: Plan periodic wins and recognise those who help achieve them so employees don’t get discouraged.

- Build on the change: Don’t declare victory too soon but instead use the reputation of short-term wins to continue making changes.

- Anchor new approach in the culture: A process needs to be developed to ensure successors in leadership continue reinforcing the change.