Kotter’s 8-Step Change Model Discussion


Employees do not always accept change as a positive experience. However, they are essential when it really depends on implementing adaptation. Following the 8-step plan will help organizations succeed in creating transformation. The first three stages of Kotter’s 8-step model focus on establishing the suitable climate for change steps four through six and linking change to the organization. Actions seven and eight focus on implementing and consolidating change. Therefore, through the use of this model, company management can transition workers to remote work.

Creation of a Sense of Urgency

In order to motivate workers to work remotely, it is essential to demonstrate that this need is urgent and vital. According to John Kotter, this first step of the model is the crucial part. Through making employees aware of the immediate necessity and urgency of the difference, support will be created (Rajan & Ganesan, 2017). That requires dialogue that is open, honest, and persuasive; it convinces employees of the significance of the action to be taken. This can be accomplished by talking to them about potential threats or discussing possible solutions. Thus, the supervisor should bring the team together and have a conversation about the epidemiological situation and the spread of the pandemic requiring employees to work from their homes. At the same time, effective persuasion means citing the benefits that employees can receive, such as increased wages due to reduced office rent and time savings. In this way, laborers will be motivated to make the proposed changes in the near future.

Formation of a Support Group

The valuable idea is to create a project group that can address the change issues that it wants the organization to implement. This team could manage all the efforts and encourage employees to be collaborative and constructive. Preferably, this group should consist of individuals working in different positions in various departments; this will allow others to rely on the team and identify with its members. Thus, in order to encourage employees to work remotely, it is necessary to form such advocacy panels. Their function will be to make other employees aware of the positives of management and that leadership wishes to establish a dialogue about the terms of transferring employees to work remotely (Radwan, 2020). This will assist in disseminating favorable information to executives within the various structures of the firm. As a consequence, workers will receive messages from other employees rather than from management, which will increase their perception of the modifications.

Developing a Vision for Change

Formulating a clear vision can help everyone understand what the organization is trying to accomplish within an agreed-upon time frame. It brings configurations more concrete and provides the support to implement them. Connecting the adopted vision to the business strategy will ensure that staff members achieve their objectives. Therefore, management should develop a presentation and report to communicate to the workers how they will perform their responsibilities remotely. At the same time, employees need to understand how they will be able to communicate with each other to accomplish work tasks (Galli, 2018). Accordingly, leadership should present an already developed plan with timelines and platforms for collaboration. This step will allow workers to obtain a clear vision of the changes and understand their role.


The most critical goal of the fourth phase of the Kotter model is to create support and acceptance among employees. This can only be achieved by discussing the new vision with employees at every opportunity and seriously considering their opinions, problems, and concerns. The new concept must be fully accepted throughout the organization. Thus, after providing staff with a plan for how the business will work remotely, opportunities for discussion must be created. Workers will have many questions and even suggestions for establishing operations without a physical presence in the office (Radwan, 2020). Accordingly, managers need to hold meetings with all employees where they can discuss collectively and individually all proposals and answer questions.

Remove Obstacles

Once changes are accepted at all levels, it is critical to modify or, if necessary, remove the barriers that could undermine change. Engaging in a dialogue with all employees will clarify who is resistant to modifications. Under the Kotter model of change, Kotter suggests finding out who is potentially resistant to the proposals. In accordance with such employees, have additional meetings and find out why they are not satisfied with the change (Galli, 2018). After that, discuss the problematic points, which may be the lack of technology and the proper devices to work in staff members’ homes. Thus, it is essential to offer possible solutions to these inconveniences, such as assistance in buying the needed equipment. Such leadership actions will demonstrate to employees that they can rely on management even while working remotely.

Creation of Short-Term Wins

The next step of the model offers to establish short-term goals so that employees have a clear picture of where they are headed. When the aims are met, workers will be motivated to make further adjustments. Thus, at first, the company may offer distance work only on Mondays and Wednesdays, with workers in the office on the other days. This will enable employees to learn how to complete tasks and communicate effectively with co-workers using the Internet. At the same time, the positive impact of this action is that it will allow them to appreciate the benefits of working from home practically (Galli, 2018). Accordingly, management will once again ascertain whether or not it makes sense to transfer workers to a distance mode, and the staff can test the benefits and disadvantages of it.

Consolidation Improved

According to John Kotter, many trajectories of change fail because victory is announced too early. Thus, change is a slow process and needs to be embedded in the overall corporate culture. If a company has achieved quick wins, it is only the beginning of long-term change. Therefore, the organization needs to continue to explore ways to improve (Pawar & Charak, 2017). In the case of transferring employees to work from home, it is essential to monitor all processes involved in performing missions. It is quite possible that efficiency will not immediately reach the level that it was in the office, but it is possible to search for ways to enhance productivity.

Fixing configurations

The last step of Kotter’s model states that configurations will become part of the corporate culture only when they become part of the core of the business. Values and standards must align with the new vision, and employee behavior should ensure smooth adherence to the new framework. Regular evaluation and discussion of the progress made help to consolidate these transformations (Galli, 2018). Thus, organizational culture training should be conducted, which will also be completed online. This will assist in maintaining the employees and help them handle the change.


Hence, when all steps of the eight stages of the change model have been completed, the company will adopt the new vision as the starting point for recruiting and hiring new personnel. At the same time, the existing staff will appreciate the benefits of online work and management’s efforts. In this way, introducing a remote mode of operation will gain a firm place in the organization. Consequently, employees who have actively contributed to this change will receive public recognition and be provided the opportunity to adapt to the change.


Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE Engineering Management Review, 46(3), 124-132.

Pawar, A., & Charak, K. (2017). Study on adaptability of change management: Review of Kurt Lewins and Kotter model of change. Research Revolution International Journal of Social Science and Management, 5(4), 79-83.

Radwan, A. (2020). Lead transformational change, minimize resistance with 8‐step model. Dean and Provost, 21(7), 1-5.

Rajan, R., & Ganesan, R. (2017). A critical analysis of John P. Kotter’s change management framework. Asian Journal of Research in Business Economics and Management, 7(7), 181-203.

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