Nothing is as constant as permanent change, that’s trivial. Finally, external changes (“VUCA”) hit onto those started internally – and the process is sped up in addition. Though the need for structuring change management processes isn’t new, but now it has become urgent.
John Kotter’s Change Management Model is pretty well known now. In fact, it’s meant as a recipe for planned change. But Kotter also points out that impulses for change may well come from shop floor or middle management. Nonetheless, in his concept he also points out that change processes happen in arguments and conflicts. Finally, he explains that different people may play very different roles thereafter.
My job in change management processes was and is the methods oriented und “psychological” monitoring. For the most part, Kotter’s concept is sheer obvious, and the headlines of his steps can easily be switched to well-known methods terms.
Lastly, it’s important to make those terms come to life. If they are taken seriously, no problem. Consequently, whoever thinks window dressing or lip service are enough is going to run into huge problems.