登录查看更多内容

What are the best practices for applying the Kotter's 8-step process to corporate communication?

由人工智能和领英社区提供技术支持

Change is inevitable, but not always easy to manage. Whether you are introducing a new strategy, product, or culture, you need to communicate effectively with your stakeholders to ensure alignment, engagement, and support. One of the most widely used frameworks for change management is the Kotter's 8-step process, developed by Harvard professor John Kotter. In this article, we will explore the best practices for applying this process to corporate communication, and how to avoid some common pitfalls.

此文章中的业界达人

由社区从 5 条内容中精选。了解更多

1 Create a sense of urgency

The first step of the Kotter's process is to create a sense of urgency among your audience, by explaining why the change is necessary, what are the benefits and risks, and what are the consequences of inaction. This will help you to overcome resistance, complacency, and fear, and to motivate people to join the change effort. To create a sense of urgency, you need to use clear, concise, and compelling messages, backed by relevant data and stories. You also need to tailor your communication to different segments of your audience, depending on their level of awareness, interest, and influence.

添加您的观点

Gerry Hopkinson

CEO Selbey Labs
举报内容
Change is almost always scary for people and it's worth starting by creating a safe space for people to air their concerns rather than imposing it on them. The more dialogue you can create, the more buy-in and consensus you will achieve. Of course, some changes are forced on a brand or business and these require a different approach, but again, it almost never hurts to give people a sense of agency and ownership of the change so that it becomes a group activity and decision rather than something forced on them. I've used this consensus building approach throughout my career across a wide range of briefs from behaviour change, to re-brands to strategic pivots and it always delivers.

已翻译

赞

2 Build a guiding coalition

The second step is to build a guiding coalition, or a team of influential and credible leaders who can champion the change and inspire others to follow. This will help you to create a shared vision, align resources, and overcome obstacles. To build a guiding coalition, you need to identify and recruit key stakeholders from different functions, levels, and backgrounds, who share a common goal and have the skills and authority to drive the change. You also need to communicate regularly and transparently with your coalition, and to empower them to act as role models and advocates for the change.

添加您的观点

3 Form a strategic vision

The third step is to form a strategic vision, or a clear and compelling picture of the desired future state that the change will create. This will help you to guide the direction, set the priorities, and measure the progress of the change. To form a strategic vision, you need to involve your guiding coalition and other relevant stakeholders in the process of defining and articulating the vision. You also need to communicate the vision frequently and consistently, using various channels and formats, and to link it to the values, goals, and needs of your audience.

添加您的观点

Laniece Williams- Green M.S.

People-focused Communications Strategist | Global Employee and Executive Communications Leader
举报内容
I'm not familiar with the Kotter 8-Step process for change, so maybe there's a reason this is third and not first. However, before you can build a coalition, I think it is important to have a clear strategic vision based on where you are today, where you want to be tomorrow, and the changes needed to close the gap. From my experience, it's hard to create urgency and build a coalition without having the vision set. Am I missing something?

已翻译

赞

4 Enlist a volunteer army

The fourth step is to enlist a volunteer army, or a large group of employees who are willing and able to support the change and spread the word. This will help you to create a critical mass of change agents, who can influence others and accelerate the adoption of the change. To enlist a volunteer army, you need to communicate the vision and the urgency to the wider organization, and to invite feedback and input from your employees. You also need to provide them with training, tools, and incentives to enable them to participate and contribute to the change.

添加您的观点

5 Enable action by removing barriers

The fifth step is to enable action by removing barriers, or any obstacles that may hinder or prevent the implementation of the change. These could be structural, cultural, or psychological barriers, such as policies, processes, norms, or beliefs. This will help you to create a conducive environment for the change, and to empower your employees to act on the vision. To enable action by removing barriers, you need to identify and analyze the potential barriers, and to design and communicate solutions to overcome them. You also need to encourage and reward risk-taking, experimentation, and innovation.

添加您的观点

Heather G.

Internal Communications Leader & Entrepreneur | I help people-first organizations increase employee connection, belonging, and engagement.
举报内容
In my experience this is the most easily overlooked and slows or prevents adoption of the desired change. It’s important to analyze, by each stakeholder audience, their barriers and resistance to the change. Stakeholders could be segmented by region, by level, by function, by role… but it must be analyzed at the more granular level in order to be most relevant. Some examples of barriers to change for employees could be fear of job loss, fear of a heavy work load, lack of clarity of what “good looks like,” or lack of connection to the vision and purpose of the change. Once the barriers are understood, the team can create strategies to incentivize or influence adoption of the change.

已翻译

赞

6 Generate short-term wins

The sixth step is to generate short-term wins, or tangible and visible results that demonstrate the value and feasibility of the change. This will help you to build momentum, confidence, and commitment among your stakeholders, and to counter any skepticism or criticism. To generate short-term wins, you need to define and communicate realistic and measurable goals, and to celebrate and communicate the achievements and learnings along the way. You also need to recognize and appreciate the efforts and contributions of your employees and partners.

添加您的观点

7 Sustain acceleration

The seventh step is to sustain acceleration, or to keep the pace and intensity of the change effort, and to leverage the successes and opportunities for further improvement. This will help you to avoid complacency, fatigue, or resistance, and to embed the change into the culture and operations of the organization. To sustain acceleration, you need to communicate the progress and the benefits of the change, and to reinforce the vision and the urgency. You also need to identify and address any gaps or issues that may arise, and to provide ongoing support and resources to your stakeholders.

添加您的观点

Megan Longenderfer

Corporate Communications | Certified Organizational Change Management Practitioner
举报内容
In my experience, this is the most important principle of organizational change management. Sustained adoption will only be successful if the organization proactively plans for, governs and establishes clear business "ownership". ROI is achieved when a clear path is illustrated regarding who is accountable and will manage the ongoing future state.

已翻译

赞

8 Institute change

The eighth and final step is to institute change, or to make the change stick and become part of the normal way of doing things. This will help you to ensure the sustainability and durability of the change, and to prevent any backsliding or reverting to the old ways. To institute change, you need to communicate the outcomes and the impacts of the change, and to link them to the vision and the values of the organization. You also need to align the policies, processes, systems, and structures with the change, and to develop and nurture a culture of continuous learning and improvement.

添加您的观点

9 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

添加您的观点

Nicolle Robles

Director, Communications at Reworld
(已编辑)
举报内容
I don't buy into a lot of these business theories. Most of this is intuitive and would be followed without going down a formalized list of eight steps. I think, or I hope, that most of us know that to institute change you have to make it into the "normal way of doing things."

已翻译

赞

Corporate Communications

+ 关注

给文章评分

我们借助人工智能创建了此文章。您认为这篇文章怎么样？

很棒不太好

举报此文章

查看全部

What are the best practices for applying the Kotter's 8-step process to corporate communication?

1

2

3

4

5

6

7

8

9

1 Create a sense of urgency

2 Build a guiding coalition

3 Form a strategic vision

4 Enlist a volunteer army

5 Enable action by removing barriers

6 Generate short-term wins

7 Sustain acceleration

8 Institute change

9 Here’s what else to consider

Corporate Communications

给文章评分

感谢您的反馈

更多Corporate Communications相关文章

更多相关阅读内容

What are the best practices for applying the Kotter's 8-step process to corporate communication?

1

2

3

4

5

6

7

8

9

1 Create a sense of urgency

2 Build a guiding coalition

3 Form a strategic vision

4 Enlist a volunteer army

5 Enable action by removing barriers

6 Generate short-term wins

7 Sustain acceleration

8 Institute change

9 Here’s what else to consider

Corporate Communications

给文章评分

感谢您的反馈

查看其他技能