TEchNOLOGy TRaNSFER MODEL - Javna agencija

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Figure 1:Lewin’s phase model of change
The first phase: unfreezing prepares the organization to accept that change as necessary in order to break down existing structures
before creating a new way of operating. In the second phase: changing the transition phase starts: people should understand the
changes and adopt the new behavior. In the last refreezing phase the new behaviors and structures should be stabilized. This is a
very important phase. This decides whether the change is sustainable and stabilizes for the long term.
1.5.2 Kotter’s eight steps of change process
The 8-Step change process model by John P. Kotter is a structured framework for leading critical change initiatives within an organization.
John Kotter says that the change process takes time and goes through several different phases in a successful change effort
and that a mistake made during any phase of the change effort can have a negative impact on the organization. Kotter outlines an
eight-step process with suggestions to help organizations transform.
In addition to this process, described by Kotter in his book “Leading Change” 1996, Kotter focuses on the factor emotion. „People
change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences
their feelings.” (Kotter, 2002, p. 1).
This process of transition leaves the organization with a core competency that allows it to embrace change, execute it at higher
speeds, and outperform the competition. This new core competence in Change Management can be compared to the development of
Project Management as an important strategy. Management by Projects was, in the early 1990s, presented as a new organizational
strategy, based on the assumption that projects as temporary organizations present a strategic option for the organizational structure
of an organization (Gareis 2005, p. 21).
Establish a sense
of urgency
Form a powerful
guiding coalition
Create a vision
Communicate
the vision
• Examine markets
• Convince - 75% of your
managers
• Drive people from
comfort zones
• Assemble a group with
shared commitment and
power
• Encourage them to work
as a team
• Create a vision to direct
the change effort
• Develop strategies for
realizing the vision
• Use the KISS principle
• Use every vehicle to
communicate the new
vision and strategies
• Teach new behaviors by
examples
Empower others
to act the vision
Plan for & create
shortterm wins
Consolidate
improvements/go
for more change
Institutionalize
new approaches
• Remove/alter structures
undermining the vision
• Encourage risk taking
and nontraditional ideas
• Remove powerful rivals
Institutionalize new
approaches
• Define and engineer
visible improvements
• Recognize and reward
employees contributing to
those improvements
• Use increased credibility
from early wins to change
strucures
• Hire, promote and develop
employees who can
implement vision
• Reanimate change
process with new
projects & change agents
• Articulate connections
between new behavior
and corporate success
• Create leadership
development and plans
with new approach
Figure 2:Kotter’s 8 step model of a change process
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