Nothing is as constant as permant change, a triviality. External changes (“VUCA”) and even more so Corona / Covid19 hit onto those initiated internally – and acceleratedly so. The need for structured change management processes isn’t new, but urgent consequently.
John Kotter’s Change Management Model is, ultimately, pretty well known now. (In order to enjoy a funny version thereof, see his book “Our iceberg is melting“.) It’s meant as a recipe for planned change. Contrary to others Kotter emphasizes that impulses for change may specifically come from employees’ basic level or from middle management. In his concept, he also makes clear that change management processes certainly happen in arguments and conflicts. He emphasizes that different people may play very different informal roles once a change initiative has started, thus. My job in change Processes was and is obviously the methods oriented and “psychological” monitoring.
All in all, Kotter’s concept is absolutely clear. Consequently, his steps are easily understood. Thus, these can easily be related to other, well-known methodological concepts.
In the end it’s important to make his ideas come to life. That is to say, if application is done seriously, no problem. On the other hand, whoever thinks window dressing or lip service are enough is going to run into huge problems.