The core idea
Kotter’s approach addresses urgency, a guiding coalition, vision, broad participation, removing barriers, short-term wins, sustained momentum and embedding change. The later accelerators are presented as more iterative than the original linear sequence. Our six-part sketch groups those ideas for readability; it is an editorial overview, not a reproduction of the official eight-step diagram.
Source and attribution [1]Using it in practice
Define the problem in terms employees can verify. Invite people with operational credibility into the change group, including those who see risks. Separate communication from participation: a well-written announcement does not give someone time or authority to work differently. Choose early results that matter to users and publish what did not work as well as what did. Align resources and incentives before declaring the change embedded.
An example, not a reported case
Worked example · illustrative
A company introduces a new performance conversation process. Managers and employees co-design a short pilot, identify confusing questions and remove duplicate forms. An early win is a clearer development decision, not merely a high form-completion rate. The project team monitors time spent and perceived usefulness, then adjusts training and workload before expanding. Senior leaders use the same process so the new expectations are credible.
What to watch for
Urgency should not become manufactured fear. Organisational changes may involve legal consultation duties that a management framework cannot replace.
Take it into your next conversation
Three useful questions.
- Who has credibility with the people affected?
- What practical barrier remains?
- What would show the change works after the project team leaves?
Go to the evidence
Sources & attribution
[1] Kotter. The 8 Steps for Leading Change and their evolution into accelerators. ↗
The core idea is an original summary of the cited work. Application notes, examples and sketches are our interpretations, not quotations or reproductions of the authors’ figures. Publisher records may require access to read the full original work.
Published 2026-09-20 · Reviewed 2026-09-20. Editorial approach