Introduction
For 30 years, John Kotter has studied how and why new ideas and organizations fail. With his colleague Lorne Whitehead, he identified four reasons why people resist change – 1) proprietary interest, 2) misunderstanding and lack of trust, 3) a different assessment of the situation, and 4) unwillingness to accept change (Kotter & Whitehead, 2010). Furthermore, researchers have proposed five strategies to facilitate the implementation of ideas: education, engagement, mediation, negotiation, and enforcement (Kotter & Whitehead, 2010). The book “Buy-in” describes a methodology for managing change and teaching people to accept innovative ideas.
Discussion
John Kotter described the eight-step model that has become popular in the business community. First, Kotter advises creating a sense of urgency and an urgent need for change to get people out of their comfort zone. Second, forming an influential team of reformers who are strong leaders is necessary. Thirdly, to create in the team an idea of the future that motivates people to achieve a result that will improve their lives. Fourth, the new vision needs to be promoted to make it attractive. Fifth, remove all barriers to realizing the new vision. Sixth, track immediate and interim results to show measurable progress. Seventh, continue beyond half measures and bring the plan to an end. Eighth, reinforce new approaches in the organization’s culture, consolidating the result.
Conclusion
Following the Kotter approach can have a significant and pervasive impact on an organization by innovating in many areas of life. This model is popular but requires flexible leadership, as it does not take into account all the details and subtleties of the process of reforming a particular business. Spontaneously born strategic and tactical decisions can replace the planned movement, for which every leader must be ready.
Reference
Kotter, J. P. & Whitehead, L. A. (2010). Buy-in: Saving your good idea from being shot down. Harvard Business Review Press.