Kotter's Eight Step Model

Kotter's Eight Step Model
Kotter (1995) designed a valuable model to understand and manage change with eight steps. This change model is considered as one of the best change management tools today. Implementing these steps helps to simplify the change process. The eight step process is:
1. Create urgency
2. Form a powerful coalition
3. Create a Vision
4. Communicating the Vision
5. Empowering others to act on the vision
6. Planning for and creating short term wins
7. Consolidating improvements and producing still more change
8. Institutionalising new approaches

Nandler -12 Action Steps
Nadler’s “12 Action Steps” is helpful as it can be applied during the change process. The point of difference for this theory is that it starts with training

Develop transition management arrangements
12. Create feedback
Dunphy and Stace Contingency Model of Change
Dunphy and Stace (1993) developed a contingency model of change approach where they identified five change approaches. They debate that the type and scale of change must equal the needs of the organisation.
They five change approaches are:
1. Development transitions: the leader acts in the capacity of a coach aiming to gain voluntary, shared commitment from employees
2. Task focused transitions: this style is directive with overall change is led from the top but middle management who are going to implement the change, may consult with employees to redefine how the organisation operates.
3. Charismatic transformation: this model is suggested where employees acknowledge that the organisation is in need of fundamental change and a charismatic leader is able to gain emotional commitment from employees to change the way an organisation operates.
4. Turnarounds: turn around change leaders are leaders who use their position of influence to effect change in an organisation.
5. Taylorism: this approach is linked with the fine-tuning, patriarchal approaches to managing change.
Huy's Work on Change Management
Huy categorizes change into

Unfreezing, change or transition and refreezing. Unfreezing is setting aside old and dated practices and with an open mind, creating space for new and improved ones. This process is aided by a strong manager who is able to assist employees with this. Change or transition is the part of the process where new practices are learnt. This is often viewed as very tense and stressful time and patience with employees is very important in this part of change. This part of the process provides the change plan to be viewed as exciting and promising. Refreezing is the part of the process where what has been learned is now embraced and implemented and stability is