Leading change

Why change fails

In Leading Change: Why Transformation Efforts Fail (HBR 1995) and Leading Change (1996) John Kotter analysed why organisational change fails. Common errors include lack of urgency, no powerful guiding coalition, an insufficient and poorly communicated vision, letting obstacles block the change, no short-term wins, declaring victory too soon and not anchoring changes in the culture.

Kotter's eight steps

1. Establish a sense of urgency - why can't we stay where we are?
2. Create a guiding coalition - a team with enough authority and trust.
3. Develop a vision and strategy - see vision.
4. Communicate the vision - repeatedly and by example.
5. Empower people to act - remove obstacles.
6. Generate short-term wins - visible, early victories.
7. Consolidate gains and produce more change - do not declare victory too soon.
8. Anchor new approaches in the culture - see organisational culture.

Lewin's model

Kurt Lewin described change in three phases: unfreezing (challenging the current state), changing (moving to new behaviours) and refreezing (consolidation). He also proposed force field analysis: change is supported by driving forces and held back by restraining forces; it is often more effective to weaken resistance than to increase pressure.

The human side of change

William Bridges (Managing Transitions, 1991) pointed out that change is external, while transition is internal and psychological. Transition begins with an ending (letting go of what was), passes through a neutral zone (uncertainty) and only then leads to a new beginning. Resistance often comes not from ill will but from grief over what people are losing.

In a community

Changes in communities often touch things close to the heart: forms of prayer, the format of meetings, the people in charge. What helps: shared discernment rather than an imposed decision, honouring what was, patience and team leadership. See also adaptive leadership, John Kotter.