Understanding Kotter's 8-step change model. Each organization hosts an event that raises awareness that change must happen for the company to survive or evolve in its respective market. Therefore, the change process requires management to develop a strategy to lead the organization effectively through the change. It should be noted that this process is not an easy undertaking and, likewise, the need for change will not always be recognized by those responsible at other management levels in the organization. It is therefore important that management have strategies to deal with internal resistance to change. Arguably, John Kotter's 8-step model provides a solid framework for addressing change management such that change is managed effectively to produce the desired results (Below is a brief overview of the 8 steps, the implications of each step, the causes and after the step). overview of an evaluation of the strengths and weaknesses of Kotter's 8-step model. Step One: Create a sense of urgency for change to happen. Once management has identified the areas of change that need to be addressed, it is necessary to convince organizational leaders that change is not an option but a requirement to move forward and achieve the desired goals. of the organization. Creating a sense of urgency requires challenging the status quo; seem arbitrary. In businesses where success is consistent, challenging the status quo may seem futile. Creating a sense of change urgency is an approach that management uses to initiate the change management process. it will also require management to clearly communicate market realities in relation to ...... middle of document ...... to be clear and provide guidance for the process. Kotter's process model is simple to understand. Weaknesses of Kotter's 8 Steps Process Model. The model is too linear, in that the assumptions assume that the organization operates in a linear environment. Once the process begins, it is difficult to change direction. This is a top-down model; it leaves no room for co-creation or other forms of participation. Additionally, the model has the potential to cause frustration among employees whose needs are not addressed or among those who are going through stages of grief. Thus, the vision goals dominated and held importance over other factors such as employee well-being. Leading Change, with a new preface. by John P. Kotter (2012) Harvard Business Review Press. Chapter 8. Reference. All information obtained from http://www.kotterinternational.com/