Kotters Framework for Change

1
Kotters Framework for Change

• Mark Schaffer, EdMVice President, CME
  ComplianceProfessional Postgraduate Services

2
Create a Sense of Urgency

• What does the market really need?
• Is the organization offering it?
• What are the threats and opportunities?
• Many critics questioning the relevance of CME
• What happens if the organization doesnt change?

3
Create a Guiding Coalition

• Convince people that change is necessary
• Put together a group with enough power to lead
  the change
• Champions from the faculty, from other areas of
  the institution, from the outside (learners?)
• Get the group to work together as a team
• Continue to build urgency and momentum

4
Develop a Vision and Strategy

• Create a vision to help direct the change effort
• Make the vision clear
• Dont make it overly complex
• Something that people can grasp easily and
  remember
• Develop strategies for achieving the vision

5
Communicate the Change Vision

• Use every vehicle possible to communicate the new
  vision
• Speak to it every chance you get
• Everyone needs to understand it
• Make it more than words
• Develop realistic strategies for achieving the
  vision
• Model the behavior (walk the talk)

6
Empower Employees for Broad Based Action

• Eliminate the obstacles
• Change systems or structures that undermine the
  vision or strategies
• Encourage risk taking and nontraditional ideas,
  activities, actions

7
Generate Short Term Wins

• Plan for visible improvements in performance or
  wins
• Create those wins
• Visibly recognize and reward people who make
  wins possible

8
Consolidate Gains and Produce More Change

• Use increased credibility to change systems,
  structures, policies that dont fit
• Hire, promote, and develop people who can
  implement the change vision
• Reinvigorate the process with new projects,
  themes, and change agents
• Dont declare victory too early

9
Anchor New Approaches in the Culture

• Create better performance
• Articulate the connections between new behaviors
  and organizational success
• Not just the CME arm, but the entire
  organization
• Develop means to ensure leadership development
  and succession