Kotter proposes eight reasons
1. Not creating a sense of urgency /allowing too much complacency
Kotter argues that leaders sometimes underestimate how difficult it is to shake people out of their 'comfort zones.' In addition, staff can be put off by the unpleasant realities of change.
2. Failure to create a powerful coalition
It is vital to establish a coalition of the most influential people to get behind the idea. Without visible management buy-in, staff will not be convinced.
3. Lack of a vision
It is the explicit task of the change champion or person tasked with dealing with the change to establish a compelling and pragmatic vision for the change programme. The vision must appeal to the organisation as a whole.
4. Under communicating the vision by a factor of 10
Communication should always be open and transparent.
5. Permitting obstacles to block the new vision
Any potential obstacles to the vision must be removed. These might include the organisational structure, compensation or appraisal systems, or unwilling individuals in management positions.
6. Failure to create short term wins
It will be extremely difficult to keep the entire organisation onside if there is not visible evidence of success within the first few months (12 months or 100 days) of the change restructuring.
7. Declaring victory too soon
8. Neglecting anchoring changes in the organisation's culture
New behaviours have to be rooted in the culture, values and daily practices of the organisation. If they are not, it will be all too easy to move back into old habits.
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