In an earlier post we said there were a number of recognized approaches to structuring a change management programme and we introduced the Kotter model
The model is based on research which showed that there are eight critical steps an organization or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. we have already dealt with Step One: Create Urgency, Step Two: Form a Powerful Coalition, Step Three: Create a Vision for Change, Step Four: Communicate the Vision , Step Five: Remove Obstacles , Step Six: Create Short-term Wins and Step Seven: Build on the Change
Step Eight: Anchor the Changes in Corporate Culture
Last step, to make any change stick, it has to become part of the core of your organization! Your corporate culture often determines what gets done, so the values behind your vision must be shown in day-to-day work.
You should make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization’s culture.
It’s also important that your company’s leaders continue to support the change. This includes existing staff and any new leaders who are brought in. If you lose the support of these people, you could end up back where you started.
What you can do:
- Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Give everyone a clear picture!
- Include the change ideals and values when hiring and training new staff.
- Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
- Publicly reward people who demonstrate the change in their behavior – even if it is just a word in the office at their desks.
- Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.