text stringlengths 1 512 | source_url stringclasses 7
values | source_title stringclasses 7
values | source_domain stringclasses 5
values | license_type stringclasses 2
values | attribution_required bool 1
class | attribution_text stringclasses 1
value | license_url stringclasses 1
value | relevance_score float64 0.28 0.67 | quality_score float64 0.45 0.89 | topics stringlengths 2 77 | character_count int64 1 512 | subject_name stringclasses 1
value | subject_type stringclasses 1
value | extraction_date stringlengths 26 26 | embedding listlengths 384 384 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
eact in a way to defuse resistance to change (Peng, et al., 2020 ). Transformational leadership facilitates a successful implementation of a change (Islam et al., 2021 ; Thomson et al., 2016 ). There is an influence of transformational leaders in supporting the change processes which commensurate with their positive re... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.635 | 0.852 | ["leadership", "philosophy", "war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606523 | [
-0.035042766481637955,
0.08581328392028809,
-0.002938967663794756,
-0.03903176262974739,
0.03493606671690941,
0.018945593386888504,
-0.04712701216340065,
-0.08021014928817749,
0.08689011633396149,
0.0005227414658293128,
0.055546555668115616,
0.04873884096741676,
-0.03449246659874916,
0.006... | ||
anizational change and supporting the changes process (Busari et al., 2019 ). On the other hand, the success of a change process depends on leaders’ competency in inducing change, and transactional leadership can provide such competency. Transactional leadership encourages critical thinking and participation to ensure ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.441 | 0.85 | ["leadership"] | 492 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606628 | [
-0.017820367589592934,
0.03684063255786896,
0.00037379193236120045,
-0.04047909751534462,
0.013475949876010418,
0.034960705786943436,
0.03360472992062569,
-0.0070408605970442295,
0.07494120299816132,
0.05353887006640434,
0.0409298799932003,
0.060144465416669846,
0.012037137523293495,
0.029... | ||
e existing organizational attitude and measures taken to implement change (Bin Mat Zin, 2009 ). Hence, organizational wellness is positively related to the ability to deal with change. Moreover, leaders provide insight about how change affects the organization’s procedures, and this may help to overcome resistance to c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.497 | 0.844 | ["leadership", "strategy"] | 486 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606708 | [
0.04495767503976822,
0.11209781467914581,
0.02242196537554264,
0.021216077730059624,
0.03958578780293465,
0.007042802404612303,
0.011745577678084373,
-0.02778869867324829,
0.019237300381064415,
-0.0314268060028553,
-0.01567651890218258,
0.056437235325574875,
-0.004981894977390766,
-0.06897... | ||
lear, which causes turmoil and increased anxiety. Additionally, individuals find it difficult to engage in organizational change when the organizational policies develop feelings of fear among individuals, and this causes resistance to change (Blom, 2018 ). Firms’ responses to organizational change requires confidence ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.826 | ["crisis"] | 445 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606781 | [
0.04840371012687683,
-0.017720786854624748,
0.03228607401251793,
0.011323297396302223,
0.023607725277543068,
0.018487975001335144,
0.015475546941161156,
-0.016104722395539284,
0.06511149555444717,
-0.07977206259965897,
-0.0010702746221795678,
0.03291400149464607,
-0.06357021629810333,
-0.0... | ||
-evaluation and the extent of accept the changes. Therefore, leaders highlight the change and call for a commitment to it (Judge & Kammeyer-Mueller, 2011 ; Rizzuto et al., 2014 ). Reactions towards change are dependent on firms' belief about change. Organizational actions and beliefs induce constructive change (Vakola ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.854 | ["war_conflict", "leadership", "crisis"] | 508 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606855 | [
0.0162294190376997,
0.005950996186584234,
-0.013286061584949493,
-0.03833109140396118,
0.09149419516324997,
0.024553680792450905,
-0.03519878908991814,
0.007192275952547789,
0.11168090254068375,
0.06023349612951279,
0.016941439360380173,
0.06845786422491074,
-0.06455722451210022,
-0.015241... | ||
e is a lack of organizational openness to change. Therefore, employees have negative reactions towards change, while leaders have positive reactions that support the change process and help to get change accepted (Walk & Handy, 2018 ). Individual employees understand that change can create a complex situation, which ca... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.51 | 0.846 | ["leadership", "war_conflict"] | 472 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606925 | [
-0.0031113012228161097,
0.10922259092330933,
0.09062112867832184,
0.011407003737986088,
0.10448487848043442,
0.009600399062037468,
0.0027923202142119408,
0.039662569761276245,
0.08402734994888306,
0.0756087526679039,
0.034854937344789505,
0.012930985540151596,
-0.08243279904127121,
-0.0320... | ||
neficial to the organization and they support it. Leaders see change as one major requirement for the development of organization. Therefore, they encourage openness to change. Whereas individual employees are not opened to change because they perceive change will create organizational instability. Leaders encourage or... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.832 | ["leadership"] | 480 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.606995 | [
0.04809155687689781,
0.0280532855540514,
0.03685682639479637,
0.018674040213227272,
0.07586543262004852,
-0.04225054383277893,
-0.05638428404927254,
-0.0008334058802574873,
0.0681689903140068,
0.045828402042388916,
0.01471603475511074,
0.03419242054224014,
-0.08322007954120636,
-0.04218961... | ||
acceptance to change (Rechter & Sverdlik, 2016 ). Leaders see the attainment of organizational and personal goal through change. Contrary to this, the lack of opened to accept change create incompatibility between the organizational goals and the change initiative (Roczniewska & Higgins, 2019 ). Explicit reactions to c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.418 | 0.854 | ["leadership", "salary"] | 490 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607073 | [
0.005896428134292364,
0.08920541405677795,
0.013484906405210495,
-0.02860022895038128,
0.11729612201452255,
-0.01947915554046631,
0.05370837077498436,
-0.0012388533214107156,
0.04260226711630821,
0.031131789088249207,
0.043197907507419586,
-0.012781143188476562,
-0.02559666708111763,
-0.04... | ||
ty, which leads to an imbalance in reactions towards change and causes uncertainty among individuals (Jacobs et al., 2008 ). The intense reactions of the members of the organization highlight the importance of organizational identity. Social identity is useful to understand and analyze reactions to deal positively with... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.418 | 0.836 | ["war_conflict"] | 462 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607143 | [
-0.045374978333711624,
0.07081545889377594,
0.023129675537347794,
0.014358267188072205,
0.09483353793621063,
-0.0489669032394886,
0.10964728146791458,
-0.00987575575709343,
0.14810654520988464,
-0.03268883004784584,
0.030007673427462578,
-0.013652454130351543,
0.0030474220402538776,
-0.039... | ||
tive consequences of change (Oreg et al., 2011 ). Thus, employees do not show a stronger commitment to accept change, but leaders tend to understand a change (Mangundjaya et al., 2015 ). Organizational information systems Organizational information systems are a vital and significant resource for companies. Consequentl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.47 | 0.842 | ["philosophy", "leadership", "communication", "war_conflict"] | 491 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607223 | [
-0.02600196935236454,
0.05391470342874527,
0.037713900208473206,
-0.06796547770500183,
0.07600682973861694,
-0.04335462674498558,
0.03561270609498024,
0.021069662645459175,
0.07297176122665405,
0.04374875873327255,
0.023495284840464592,
0.12349643558263779,
0.02989373169839382,
-0.01358312... | ||
and modern technology (Hadid & Al-Sayed, 2021 ). The adoption of modern information systems has contributed to increasing organizational anxiety due to fear of change (Paterson & Cary, 2002 ). However, interest in new technology development by companies increases the potential for long-term downtime. Therefore, context... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.834 | ["philosophy"] | 479 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607312 | [
-0.003052718238905072,
-0.001430938602425158,
0.022882871329784393,
-0.020430486649274826,
0.0898498073220253,
-0.04791559278964996,
0.045766573399305344,
0.023564724251627922,
0.008655842393636703,
-0.026550745591521263,
0.0015993674751371145,
0.10598734766244888,
0.05843019858002663,
-0.... | ||
ve penetrated companies tremendously and rapidly. Rapid technological changes have transformed organizational work designs by increasing flexibility and empowerment (Beare et al., 2020 ). However, digital technologies have negatively affected the organization by not separating personal and work life (Chen & Karahanna, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.385 | 0.828 | ["crisis", "philosophy"] | 474 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607400 | [
-0.04835362359881401,
0.04036867991089821,
0.03659443184733391,
0.01020858995616436,
0.08000949770212173,
-0.015543830581009388,
-0.009616847150027752,
0.0389646552503109,
0.010582160204648972,
-0.03567725792527199,
-0.0011418991489335895,
0.1255863606929779,
0.017466053366661072,
0.029786... | ||
social media messages and emails (Vakola, 2016 ). Therefore, the working hours of employees have increased because they are sometimes obligated to respond. Furthermore, organizational information systems enhanced emotional reactions by increasing feelings of anger, unhappiness, and frustration (Andrade & Ariely, 2009 )... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.836 | ["education", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607510 | [
0.01256213802844286,
0.009492669254541397,
0.0698653981089592,
0.00976771954447031,
0.10295789688825607,
-0.04959242790937424,
0.0036738673225045204,
0.0679665133357048,
0.0799398273229599,
-0.055622395128011703,
-0.00511506013572216,
0.0412171371281147,
0.00794942770153284,
-0.03540017455... | ||
nal change at the individual and organizational level. However, multilevel theories, methods, and analyses have gained popularity in recent years (Walk & Handy, 2018 ), and the reactions to organizational change have been studied in this manner. Several studies examine how reactions to organizational change operates ac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.472 | 0.836 | [] | 480 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607610 | [
-0.02627578377723694,
0.0031371652148663998,
0.062291644513607025,
-0.03526369109749794,
0.09115787595510483,
0.007265958469361067,
-0.06084108725190163,
-0.009472556412220001,
0.0881858542561531,
-0.007266322150826454,
-0.018497399985790253,
0.07270771265029907,
-0.02385077439248562,
0.02... | ||
ntly influenced by variables at different levels. Exemplary studies for both kinds are discussed below and are arranged according to the main predictor variable (or variables) from the preceding categories. Outcomes of macro-level reactions to organizational change The change reaction indicates to various consequences ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.834 | [] | 463 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607688 | [
0.012350799515843391,
-0.011337163858115673,
-0.0028884701896458864,
0.022245731204748154,
0.03597601130604744,
0.0519593246281147,
-0.028506958857178688,
0.01791745238006115,
0.088137187063694,
0.039676230400800705,
0.04222266003489494,
0.03539082035422325,
-0.04959629476070404,
0.0257423... | ||
ion typology suggested by Akhtar et al. ( 2016 ). Apart from voice, exit, loyalty, and neglect, we added social identity as the most frequently mentioned reaction type at the macro level. Organizational voice A positive organizational change results into a voice behavior where employees accept organizational change (Ba... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.842 | [] | 473 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607769 | [
-0.02987203560769558,
0.03306894749403,
0.019984817132353783,
-0.01775297522544861,
-0.0006314018974080682,
0.0537964291870594,
0.00950615108013153,
-0.019168682396411896,
0.08096949011087418,
-0.01645934395492077,
0.023379672318696976,
0.02426200918853283,
-0.02643921785056591,
-0.0157290... | ||
mployees’ resistance (Peachey & Bruening, 2012 ). Directing organizations has the enormous leadership task of listening to the voices of managers and employees about strategies for change (O'Neill & Lenn, 1995 ). The literature indicates responses to change, such as organizational voice behavior, leave managers stuck b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.442 | 0.848 | ["management", "leadership", "career"] | 498 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607886 | [
-0.029458623379468918,
0.029018985107541084,
0.028889229521155357,
0.002788223559036851,
0.05084307864308357,
0.05224751681089401,
-0.04371202737092972,
-0.07166353613138199,
0.055876582860946655,
-0.025787202641367912,
-0.06348629295825958,
0.03801560029387474,
-0.007734988816082478,
-0.0... | ||
nal and personal lives of managers and employees. Consequently, the practice of organizational changes causes the loss of many jobs, which is reflected on the feelings of managers and employees and causes ridicule, anger, anxiety, resentment, and organizational surrender (O'Neill & Lenn, 1995 ). Organizational voices d... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.517 | 0.842 | ["management", "crisis", "career"] | 508 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.607965 | [
-0.022854506969451904,
0.045821499079465866,
0.08179761469364166,
0.04372403398156166,
0.08166854828596115,
-0.020931893959641457,
0.039208974689245224,
-0.04931538924574852,
0.10511421412229538,
-0.027925333008170128,
0.015621663071215153,
0.055751096457242966,
0.003964871633797884,
-0.04... | ||
ghtened by the difficulty of expressing opinions. In this context, organizational voices turn into sources of organizational mopping throughout the organization except perhaps the chief executive office (Barner, 2008 ). As a result, the negative reactions cause feelings of organizational anger and anxiety by increasing... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.842 | ["crisis"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608032 | [
0.02086258865892887,
0.03368205204606056,
0.05978759750723839,
0.014053373597562313,
0.049252305179834366,
0.012633305974304676,
0.004236369859427214,
0.011421609669923782,
0.10278328508138657,
-0.05398515611886978,
-0.026272138580679893,
0.03221376985311508,
0.037880994379520416,
-0.04442... | ||
ce bullying (Barner, 2008 ; Peachey & Bruening, 2012 ). Thus, reactions to organizational procedures encourage behavioral responses to organizational exit (Akhtar et al., 2016 ). Negative responses to organizational change are likely to be stronger in the exit behavior comparative with voice behavior (Balabanova et al.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.846 | [] | 481 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608091 | [
-0.028786320239305496,
0.058470506221055984,
0.033040210604667664,
0.005395152606070042,
0.08084956556558609,
0.02771921269595623,
-0.026018543168902397,
0.009219672530889511,
0.07907425612211227,
-0.01661333069205284,
-0.025665659457445145,
-0.03535078093409538,
0.008554715663194656,
-0.0... | ||
nizational conditions (Farrell & Rusbult, 1992 ). Hence, exit behavior is risky because such behavior increases organizational disruption and stimulates harmful work behavior (Ng et al., 2014 ). Unexpected change leads to the organization's exit from the entrepreneurial work. In this context, organizations leave the en... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.83 | ["innovation", "career", "economy"] | 468 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608157 | [
0.05615443363785744,
0.03842673823237419,
0.02636714279651642,
0.011214934289455414,
0.10032447427511215,
0.03870396688580513,
0.0016203990671783686,
-0.027654597535729408,
0.0564364455640316,
-0.003786009270697832,
0.03341810032725334,
0.067209891974926,
-0.055888932198286057,
-0.04177980... | ||
he economy in general (Shahid and Kundi, 2021b ). Negative reactions to change reduces motivation and self-efficacy, which increases organizational fatigue, impedes the implementation of organizational tasks, and causes exit (Surdu et al., 2018 ). Organizational loyalty Panchal and Catwright ( 2001 ) argued that organi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.421 | 0.84 | ["motivation", "crisis", "economy"] | 471 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608310 | [
-0.009831889532506466,
0.05100221186876297,
0.042806968092918396,
-0.03299228474497795,
0.07657552510499954,
-0.00645047752186656,
-0.002004761015996337,
0.03318076208233833,
0.047840338200330734,
-0.010733675211668015,
0.0006855425890535116,
0.06502914428710938,
-0.02423924021422863,
-0.0... | ||
owards organizational change, such as disloyalty. Flexible social identity helps to give a quick response to organizational change and facilitates an anticipation of reactions towards change (Aggerholm, 2014 ). The success of organizational change and positive reaction is linked to the recognition of organizational ide... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.399 | 0.846 | ["war_conflict", "career"] | 506 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608388 | [
-0.08192556351423264,
0.09123232215642929,
-0.024387726560235023,
0.029687946662306786,
0.1180911585688591,
-0.04908766970038414,
0.037325795739889145,
-0.017804790288209915,
0.05590887740254402,
-0.07044734060764313,
0.06657777726650238,
0.006707961205393076,
-0.0376744344830513,
-0.01878... | ||
ecause routine work and many tasks affect change. Employees are significantly affected by frequent organizational change and are reflected in the practice of exit and neglect behaviors and low level of loyalty (Akhtar et al., 2016 ). Adopting successful organizational change increases positive reactions. However, most ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.418 | 0.846 | [] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608444 | [
0.002891674404963851,
0.04438496381044388,
0.06331375241279602,
0.02382703125476837,
-0.004546112846583128,
0.028634635731577873,
-0.05660611391067505,
0.03779121860861778,
0.036877021193504333,
-0.05194159969687462,
0.09584634006023407,
0.09223572164773941,
-0.0007747838972136378,
-0.0380... | ||
tful behaviors and lack of organizational loyalty (Bartunek et al., 2006 ). Organizational change increases stress, decreases commitment, and decreases loyalty. Frequent and ineffective changes produce negative responses and cause a decrease in job security. Consequently, the organization will suffer from low loyalty (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.694 | ["career"] | 505 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608514 | [
-0.010026994161307812,
0.03406747430562973,
0.03949747607111931,
0.022658545523881912,
0.0048375544138252735,
-0.0025465979706496,
-0.01437414065003395,
0.007373197004199028,
0.05416516587138176,
-0.03774712234735489,
0.06702836602926254,
0.07894895225763321,
0.04755103960633278,
-0.011697... | ||
nization is not beneficial (Reiss et al., 2019 ). Such changes create uncertainty and cause organizational mopping (Constantino et al., 2021 ). Organizational change is a critical cause of low loyalty because inefficient changes increase negative organizational perceptions regarding social atmosphere, perceived promise... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.844 | ["career", "war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608570 | [
-0.006720148492604494,
0.037747208029031754,
0.05885011702775955,
-0.029755689203739166,
0.03380633518099785,
0.007368410937488079,
-0.004601886961609125,
0.053268298506736755,
0.050496116280555725,
-0.05508536100387573,
0.09069789201021194,
0.05346764624118805,
0.03479316830635071,
-0.018... | ||
changes raises organizational perceptions of low loyalty and decreases organizational loyalty. Organizational neglect Hirschman ( 1970 ) proposed the employees' enactment of exit, voice, loyalty, and neglect model and was expanded by (Farrell, 1983 ; Rusbult et al., 1988 ). The employees' enactment of exit, voice, loya... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.578 | 0.846 | ["communication", "education", "philosophy", "rhetoric"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608624 | [
0.03484600782394409,
0.08524215221405029,
0.06340938061475754,
0.046214405447244644,
-0.0017799948109313846,
0.049350325018167496,
-0.03838099539279938,
0.026997504755854607,
0.06889567524194717,
-0.02285665087401867,
0.0711580142378807,
0.12967056035995483,
0.013599750585854053,
-0.044732... | ||
d reduce efficiency and learning, involving exit, voice, loyalty, and neglect. Reactions contributes to identifying failures and correcting tracks. Therefore, adverse behaviors assist the organization to deal with unfavorable situations, because the behavior of neglect and tardiness for work represents a communication ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.415 | 0.82 | ["communication", "strategy", "ethics", "education"] | 466 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608692 | [
-0.004329160787165165,
0.06618718057870865,
0.08346167951822281,
0.06858690828084946,
-0.027021603658795357,
0.005664168391376734,
-0.029055478051304817,
0.0022701218258589506,
0.039374303072690964,
-0.047232430428266525,
0.044776950031518936,
0.12745605409145355,
-0.012936181388795376,
0.... | ||
ishonorable behavior and organizational leniency. Organizational neglect behaviors include reduced attention and delay, reduced effort, increased absenteeism, increased error rates, and concern for personal issues at work (Lee & Varon, 2020 ). Unsuccessful organizational change is a major source of social loafing. Soci... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.376 | 0.846 | ["ethics", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608747 | [
0.0522703118622303,
0.06557188183069229,
0.014693216420710087,
0.07669564336538315,
0.024025583639740944,
0.030582955107092857,
-0.015465745702385902,
-0.01909651607275009,
0.01612718217074871,
-0.03126317262649536,
0.06936056166887283,
0.11690831929445267,
0.007045480888336897,
0.00105059... | ||
ribute to reducing performance and increasing organizational failure (Abbas et al., 2021a ; Akhtar et al., 2016 ). Social identity A fantastic reaction is generated by the members of the organization to protect and prove the social identity of the organization. Therefore, managing stability is as important as managing ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.416 | 0.858 | ["management", "war_conflict", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608801 | [
-0.007768020965158939,
0.06395531445741653,
-0.010216224007308483,
0.008455082774162292,
0.0624554306268692,
0.03775276616215706,
0.026243804022669792,
-0.006316881161183119,
0.04488713666796684,
-0.03130028396844864,
0.01287180744111538,
0.04899677634239197,
0.029828215017914772,
-0.07306... | ||
gative reactions to change (Clark et al., 2010 ). Łupina-Wegener et al. ( 2015 ) argued shared identity positively influences employees' perceptions of accepting change. Because the shared identity stimulates the transfer of organizational practices between units and departments after the post-change. Therefore, the or... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.842 | [] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608853 | [
-0.05760844424366951,
0.025936763733625412,
0.036488696932792664,
-0.054608121514320374,
0.055207908153533936,
0.028888661414384842,
0.08916255831718445,
-0.08511897176504135,
0.035411231219768524,
-0.03889555111527443,
0.0703713595867157,
0.06607718765735626,
-0.0017944673309102654,
-0.03... | ||
plementing change programs (Jacobs et al., 2008 ). Research issues and challenges Previous research on reactions to organizational change is subject to several methodological issues and challenges. In the following, we asses methodological issues relating to research design, sector, country, research sample, techniques... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.618 | 0.836 | ["crisis", "management"] | 490 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608904 | [
-0.017206765711307526,
0.03092660941183567,
0.0340704470872879,
-0.04295885190367699,
0.051047731190919876,
0.014237387105822563,
-0.06140775606036186,
0.0029409555718302727,
0.014433137141168118,
0.07130621373653412,
-0.004059941507875919,
0.058988962322473526,
-0.059823114424943924,
-0.0... | ||
change shows both its strengths and limitations. Furthermore, it seems that similar problems are relevant at different levels of analysis. To a certain extent, a reaction to organizational change literature advances systematically, while other subject areas have not progressed as much. Table 1. Issues and challenges of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.438 | 0.84 | ["crisis"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.608964 | [
0.009821027517318726,
0.030324464663863182,
0.03959616273641586,
-0.027608446776866913,
0.07370128482580185,
0.05286242812871933,
-0.07414397597312927,
-0.011632939800620079,
0.061842527240514755,
0.05848199874162674,
-0.020593000575900078,
0.06867963075637817,
-0.0543721579015255,
-0.0055... | ||
y Research sample Techniques Variables Antonacopoulou and Gabriel ( 2001 ) √ - - - - √ Armenakis and Harris ( 2009 ) √ - - - √ - Barner ( 2008 ) - - - - √ - Casey et al. ( 1997 ) - - - - - √ Faupel and Süß ( 2019 ) √ - - - √ - Fugate ( 2012 ) √ - - - - √ Fugate and Kinicki ( 2008 ) - - - - - √ Gardner et al. ( 1987 ) √... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.685 | [] | 496 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.609039 | [
-0.022539684548974037,
-0.02282344363629818,
0.020465785637497902,
0.034729279577732086,
0.0004939088830724359,
0.02989981696009636,
-0.020045289769768715,
0.06779434531927109,
0.05373314023017883,
0.013124147430062294,
0.0766313225030899,
0.11544555425643921,
0.037641867995262146,
-0.0070... | ||
- Liu and Zhang ( 2019 ) √ - - - - √ Oreg et al. ( 2011 ) - - - - - √ Peng et al. ( 2020 ) - - - - √ - Santos Policarpo et al. ( 2018 ) - - √ - - - Reiss et al. ( 2019 ) - - - - - √ Saunders and Thornhill ( 2011 ) √ - - - - - Straatmann et al. ( 2016 ) - - - - - √ Tavakoli ( 2010 ) - - - - - √ Tyler and Cremer ( 2005 )... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.508 | 0.819 | [] | 496 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.609088 | [
-0.024771176278591156,
0.018523825332522392,
-0.03376454859972,
-0.0021440826822072268,
-0.04859656095504761,
0.07498818635940552,
0.022684480994939804,
0.07427956908941269,
0.034008536487817764,
0.013062898069620132,
0.012559732422232628,
0.07029374688863754,
0.029265718534588814,
-0.0257... | ||
and Simmons ( 1970 ) - - - - - √ Fournier et al. ( 2021 ) - - √ - - √ Judge and Kammeyer-Mueller ( 2011 ) - - - - - √ Kennedy-Clark ( 2010 ) - - - - √ - Li et al. ( 2021 ) - - - - - - Lines et al. ( 2015 ) - √ √ - - - Mangundjaya et al. ( 2015 ) - - - - - √ Milton et al. ( 2020 ) - √ - - - - Ming-Chu a | https://pmc.ncbi.nlm.nih.gov/articles/PMC9006211/ | Reactions towards organizational change: a systematic literature ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.502 | 0.716 | [] | 303 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.609137 | [
-0.0035742861218750477,
-0.0010625558206811547,
-0.041933074593544006,
0.04236619919538498,
-0.07032016664743423,
0.06622140109539032,
0.02181333675980568,
0.04768526181578636,
0.020669853314757347,
0.017511732876300812,
0.025671688839793205,
0.08511041104793549,
0.030730770900845528,
-0.0... | ||
ze and sustain organizational change initiatives. In this article, the author discusses successful tactics for establishing a sense of urgency to facilitate organizational change. PubMed Disclaimer MeSH terms Humans Actions Search in PubMed Search in MeSH Add to Search Leadership* Actions Search in PubMed Search in MeS... | https://pubmed.ncbi.nlm.nih.gov/21430460/ | Establishing a sense of urgency for leading transformational change - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.607 | 0.854 | ["leadership"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.811828 | [
-0.001372810686007142,
0.022481555119156837,
-0.01660815067589283,
-0.012259076349437237,
0.06646318733692169,
0.015378459356725216,
-0.050625335425138474,
-0.014978252351284027,
0.012699254788458347,
0.028320228680968285,
-0.021899402141571045,
0.025115584954619408,
-0.023284217342734337,
... | ||
nistration* Actions Search in PubMed Search in MeSH Add to Search Nursing Services / trends Actions Search in PubMed Search in MeSH Add to Search Organizational Innovation* Actions Search in PubMed Search in MeSH Add to Search Time Factors Actions Search in PubMed Search in MeSH Add to Search Workforce Actions Search i... | https://pubmed.ncbi.nlm.nih.gov/21430460/ | Establishing a sense of urgency for leading transformational change - PubMed | pubmed.ncbi.nlm.nih.gov | public_domain | false | 0.524 | 0.694 | ["innovation"] | 439 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:44.812402 | [
0.008712946437299252,
-0.007901295088231564,
-0.08366625010967255,
0.01464273501187563,
0.06331953406333923,
0.08079372346401215,
-0.01835637167096138,
0.022773269563913345,
-0.002681616460904479,
0.043379608541727066,
0.004013599827885628,
-0.0050210487097501755,
-0.02351820282638073,
0.0... | ||
Kotter’s 8 Step Change Model Change Management March 07, 2026 This new guide will show you everything you need to know about Kotter’s 8 step change model. First, I’ll show you the structure and what’s about Then, I’ll help walk through case studies of how different organizations and businesses have implemented these st... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.547 | 0.872 | ["leadership", "management", "family", "education"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.008768 | [
-0.060423675924539566,
0.05632292851805687,
0.09019234031438828,
-0.026534555479884148,
0.044958144426345825,
0.05692419409751892,
-0.07130493223667145,
0.015328384935855865,
-0.03628186881542206,
0.021245330572128296,
-0.01006686594337225,
0.10370753705501556,
-0.026254940778017044,
-0.04... | ||
r of change management and the need for a specific focus on change management by organizational leaders . In his seminal work, Leading Change , he created a framework, Kotter’s Eights Steps, for effective organizational change. Kotter’s 8 Step Change Model: 8 Reasons for Change Failure In 1990 John Kotter wrote the sem... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.526 | 0.86 | ["leadership", "management", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009036 | [
-0.04922986403107643,
0.05516298487782478,
0.061754513531923294,
-0.0196696724742651,
0.08353675901889801,
0.07284806668758392,
-0.03659224510192871,
0.08975924551486969,
-0.0028341372963041067,
0.0534713938832283,
-0.04026434198021889,
0.0943969115614891,
-0.04468691349029541,
-0.03987391... | ||
s can’t understand the change initiative because of the level of complexity involved, they won’t feel as though they “own” the change and may resist the change to avoid the risk of looking stupid. Failing to build a substantial coalition Without the visible and continued support of key stakeholders across the business,... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.509 | 0.87 | ["strategy", "management"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009115 | [
0.002747475868090987,
0.012735648080706596,
0.07643082737922668,
-0.05649440363049507,
0.08467113226652145,
0.034248266369104385,
-0.09308557212352753,
0.009501839987933636,
-0.015921948477625847,
0.03608548268675804,
-0.010113862343132496,
-0.020858537405729294,
-0.06589516252279282,
-0.0... | ||
of what the organization will look like after the change is critical in order to give stakeholders the comfort to make the changes to transition to the new model. Failing to clearly communicate the vision Not only does the picture need to be clear, but it needs to be clearly communicated so that members of the project ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.671 | 0.696 | ["communication", "strategy", "management"] | 415 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009180 | [
0.06761658936738968,
0.027680320665240288,
0.04885964095592499,
-0.011027996428310871,
0.0783243179321289,
-0.027158424258232117,
-0.0692586749792099,
-0.038402535021305084,
0.03986614942550659,
-0.007698493078351021,
0.020654406398534775,
-0.036096226423978806,
-0.06941162794828415,
0.021... | ||
ed stakeholders of what the new world looks like. Permitting roadblocks against the vision In any new operating model, there will be issues and roadblocks that prevent its complete realization, the key is to identify and remove these roadblocks quickly rather than allowing the sense that the new model “won’t work” to b... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.411 | 0.866 | ["strategy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009256 | [
-0.01199864037334919,
0.01761654019355774,
0.07947947084903717,
-0.025816474109888077,
0.052750397473573685,
-0.04070691764354706,
-0.11237522959709167,
0.008584436029195786,
-0.008965924382209778,
0.02109965682029724,
0.010585867799818516,
-0.010520385578274727,
-0.05854738503694534,
0.00... | ||
ceived as insurmountable and stakeholders are then encouraged to stay in their comfort zones. Declaring victory too soon Signaling that the change initiative is complete will mean that stakeholders believe they no longer need to keep trying and increases the risk that they will revert to their old behaviors. Failing to... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.41 | 0.854 | ["war_conflict"] | 492 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009323 | [
0.03318483382463455,
0.04351380839943886,
0.08462317287921906,
-0.058413755148649216,
0.09449265897274017,
0.045914921909570694,
-0.023119337856769562,
-0.031839340925216675,
-0.01324528269469738,
-0.004769912920892239,
-0.016989691182971,
-0.08660480380058289,
-0.038827940821647644,
-0.06... | ||
organization rather than considered as a project. To support this shift, the reference to the project by name should be phased out in communications during the transition phase. Kotter’s 8 Step Change Model Kotter says to implement from start to finish in that order. Create a Sense of Urgency Organizations and their em... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.495 | 0.862 | ["communication"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009423 | [
-0.06249329447746277,
0.006508015561848879,
0.04329589754343033,
-0.055196601897478104,
0.029275108128786087,
0.003137348685413599,
-0.01316072978079319,
0.08498946577310562,
0.03879821300506592,
-0.013741905800998211,
-0.022261951118707657,
0.03522307425737381,
-0.0368938073515892,
-0.025... | ||
ties, identify and discuss crises, potential crises or major opportunities – highlight the consequences of maintaining the status quo. Build a Guiding Coalition Bring together a group that supports the need for change and with enough power and organizational clout to lead the change and make things happen, getting the ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.44 | 0.872 | ["strategy", "management", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009560 | [
-0.0017920564860105515,
0.00853252224624157,
-0.008547543548047543,
-0.013339273631572723,
0.02650376781821251,
0.02376319095492363,
-0.07744989544153214,
-0.00939289852976799,
-0.02065364271402359,
-0.006721784360706806,
0.022724827751517296,
-0.007862470112740993,
-0.005767397582530975,
... | ||
at the organization will look like after the change, developing strategies to achieve that vision. The goal of this step is to obtain stakeholder buy-in, so it is often useful to obtain their participation in articulating the vision. Share the Vision and Enlist a Volunteer Army Using every channel possible to constantl... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.464 | 0.86 | ["strategy", "leadership", "communication", "war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009684 | [
0.026721125468611717,
-0.0020470404997467995,
0.005968143697828054,
-0.033234987407922745,
0.0401383601129055,
0.050674065947532654,
-0.002794428262859583,
-0.02128336951136589,
-0.018739232793450356,
0.0176839642226696,
-0.0010581021197140217,
-0.01469031535089016,
0.017866166308522224,
0... | ||
er People to Clear Obstacles The change leaders role is to remove barriers that impede the change. Provide resources and authority to make the change happen, change systems or structures that undermine the change vision, encourage risk-taking and non-traditional ideas, activities or actions Create and Secure Short-term... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.626 | 0.7 | ["leadership", "strategy", "philosophy"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009818 | [
0.01248733140528202,
0.08886563032865524,
0.03930914029479027,
0.025446930900216103,
0.08517317473888397,
0.030618468299508095,
0.02296491153538227,
-0.047691673040390015,
0.03967403993010521,
0.021950487047433853,
0.013870066031813622,
0.019031036645174026,
-0.040366530418395996,
-0.00649... | ||
ins”), visibly recognizing people, leaders and/or managers who made wins possible. Consolidate and Keep Moving Building on increased credibility form the early “wins” to change all systems, structures, and policies that do not fit together and don’t fit the transformation vision. Areas to look include hiring, promoting... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.625 | 0.85 | ["philosophy", "strategy", "leadership", "management", "interview"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.009962 | [
0.003611315507441759,
0.01615568995475769,
-0.026489347219467163,
-0.06965611129999161,
0.04313322901725769,
0.06645911186933517,
-0.02131933532655239,
-0.03442021459341049,
-0.006810294464230537,
0.020280685275793076,
-0.04405929520726204,
-0.0024665205273777246,
-0.0003899508446920663,
-... | ||
Change Creating a new standard of performance and practices replace the old culture. Customer and productivity-oriented behavior, more and better leadership, and more effective management; articulating the connections between new behaviors and organizational success; developing means to ensure leadership development an... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.505 | 0.852 | ["leadership", "strategy", "management", "networking", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010071 | [
-0.03880901262164116,
0.06608078628778458,
0.03521662950515747,
-0.024062015116214752,
0.0028589507564902306,
0.04747379198670387,
-0.10105700045824051,
0.009967614896595478,
-0.0340767577290535,
-0.020127631723880768,
0.015274431556463242,
0.029492517933249474,
-0.0018921068403869867,
-0.... | ||
are the vision Step 5: Empower people to clear obstacles Step 6: Create and secure short-term wins Step 7: Consolidate and keep moving Step 8: Anchor the change Step 1: Establish a Sense of Urgency Organizations and their employees are often complacent and do not take the need for change seriously. To overcome this ine... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.595 | 0.708 | ["strategy"] | 500 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010124 | [
-0.002818693872541189,
-0.00019103226077277213,
0.012880940921604633,
-0.016893278807401657,
0.03384943678975105,
0.05652053654193878,
-0.0070210471749305725,
-0.015896346420049667,
-0.051171209663152695,
-0.032829225063323975,
0.04096222668886185,
0.07663410156965256,
-0.04114827513694763,
... | ||
t the consequences of maintaining the status quo. It may seem like change is occurring suddenly and without warning and it’s all about you. But actually, most change originates outside the company many months or even years before internal change begins. Research shows that most change is in response to the marketplace.... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.443 | 0.87 | ["war_conflict"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010176 | [
-0.023622283712029457,
-0.039471544325351715,
0.005308834835886955,
-0.049785807728767395,
0.07506852596998215,
0.03499533236026764,
-0.0778103619813919,
-0.013460610993206501,
0.006242689210921526,
-0.014504731632769108,
0.08360914140939713,
0.09858034551143646,
-0.03924446925520897,
-0.0... | ||
portunity for growth Amazon versus Walmart, a case study in creating urgency Marketplace shifts take time to develop, but when they start to affect the companies bottom line, the change can be rapid and immediate. In some cases, it can be too late and the change you must deal with is that of the company going bust. Tak... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.393 | 0.846 | ["war_conflict", "education"] | 425 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010233 | [
0.042446549981832504,
-0.08392783999443054,
-0.03692823648452759,
-0.013349942862987518,
0.02767782285809517,
0.02879263460636139,
-0.09820662438869476,
0.011625969782471657,
0.000031891588150756434,
-0.016847191378474236,
0.05305233225226402,
0.10438083857297897,
-0.03221731632947922,
-0.... | ||
cost consumer staples across America for decades. It’s no secret that Amazon is a giant threat to the old world brick-and-mortar stores of Walmart. The goal for Walmart is to supplement their old world brick-and-mortar stores with online and delivery services. In a way, Walmart faces an existential threat. For a consid... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.495 | 0.862 | [] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010289 | [
0.060200583189725876,
0.009143735282123089,
-0.026439115405082703,
0.01375025138258934,
0.06990747898817062,
0.042875710874795914,
-0.06389298290014267,
-0.04010405391454697,
-0.011411953717470169,
-0.016761641949415207,
0.008969148620963097,
0.0632462203502655,
0.06116345152258873,
-0.083... | ||
d merchants and retail chains with low costs that have enabled it to rule residential community retail advertisers. In any case, today, there is a Walmart inside 10 miles of 90% of the number of inhabitants in the Unified States, practically ruling out development. Walmart reported a $16 billion arrangement to buy 77% ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.5 | 0.858 | ["philosophy"] | 483 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010477 | [
0.06591224670410156,
-0.01453141588717699,
-0.013433348387479782,
-0.03702858090400696,
0.00798000954091549,
-0.01913565956056118,
0.016288643702864647,
0.08633563667535782,
-0.06190796196460724,
-0.01553331408649683,
0.045015983283519745,
0.034220218658447266,
-0.07072164118289948,
-0.057... | ||
eveloping and progressively well-informed market. The Flipkart give, one of the biggest and most dangerous in Walmart’s history takes after an example of buys in the course of recent months that incorporates a men’s apparel image and a conveyance start-up. Walmart has started to make a worldwide cooperation of retailer... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.344 | 0.86 | ["economy", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010565 | [
-0.002582599874585867,
-0.02038908377289772,
0.007430642377585173,
-0.019391635432839394,
0.07207152247428894,
0.018511909991502762,
0.04911143332719803,
0.05354083329439163,
-0.034930527210235596,
-0.01687377505004406,
0.012928271666169167,
0.09327388554811478,
-0.06265397369861603,
-0.05... | ||
oft will hold a stake in Flipkart close by Walmart Sources: [1] Digiday [2] The New York Times – DealBook [3] The New York Times – DealBook [4] The Wall Street Journal Kotter Into Action The first step to driving change is to “establish a sense of urgency” How about you? How do you “establish a sense of urgency”? To es... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.57 | 0.87 | [] | 471 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010621 | [
0.0029941045213490725,
-0.07626303285360336,
0.0008112093200907111,
-0.0023173820227384567,
0.04429763928055763,
0.0022136003244668245,
-0.019625285640358925,
0.09096634387969971,
-0.01547582820057869,
-0.0273208636790514,
0.0025798077695071697,
0.061085522174835205,
-0.1369524449110031,
-... | ||
ault future of our department or organization? 2. If we don’t take action now, where will we end up? 3. If we don’t act now, what risks will we be exposed to? 4. If we don’t act now, what opportunities will we miss? “Dramatic and powerful is not going to happen unless you develop a true sense of urgency about the oppor... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.365 | 0.706 | [] | 424 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010680 | [
0.003951994702219963,
-0.03795769810676575,
0.06466229259967804,
-0.018821898847818375,
0.07104288786649704,
0.015800459310412407,
-0.03628748655319214,
-0.04375914856791496,
0.05194150656461716,
-0.00040618653292767704,
0.08922825008630753,
0.012596865184605122,
-0.08983636647462845,
0.01... | ||
llectual and emotional, and among lots of people. Ultimately, you are going to need a lot of people to help, not just resist.” -John Kotter, direct quote to Daniel quote Change Management expert tips Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 2: Create a Coalition Putting together a group that support... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.613 | 0.888 | ["management", "networking"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010765 | [
-0.042378589510917664,
0.03955509886145592,
0.05960899218916893,
0.013786548748612404,
0.015931954607367516,
-0.015814639627933502,
-0.005172726232558489,
0.0018612099811434746,
0.017757980152964592,
-0.003522528801113367,
-0.07772196829319,
-0.042739830911159515,
-0.05630374327301979,
-0.... | ||
work as part of a team Strength in relationships. Collaboration is one of the cornerstone principles of change management success. In a report by Google in 2010, The Decisive Decade: how the acceleration of ideas will transform the workplace by 2020 , showed there is an 81% correlation between collaboration and innovat... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.595 | 0.842 | ["communication", "economy", "rhetoric", "management", "innovation"] | 451 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010825 | [
-0.02090444788336754,
-0.00020532603957690299,
-0.0020457475911825895,
-0.051917560398578644,
-0.021063419058918953,
0.04890055954456329,
-0.026538437232375145,
-0.005699640139937401,
-0.0159755926579237,
-0.03380069509148598,
0.006174084264785051,
0.1216663345694542,
0.013931389898061752,
... | ||
ion to a given problem in a very short timeframe. But, how much value does collaboration drive in projects? Designing collaborative sessions to bring key people together and work through the problems and opportunities will make a significant difference to your project. Putting together a group that supports the need fo... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.399 | 0.872 | ["economy", "communication", "management", "rhetoric"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010885 | [
-0.0021021636202931404,
0.0399169959127903,
-0.02396905981004238,
-0.01850469410419464,
0.012457803823053837,
0.007363466080278158,
0.04330377280712128,
0.015041106380522251,
0.07546287775039673,
0.007187676150351763,
-0.058526333421468735,
0.05098247900605202,
-0.016196416690945625,
0.076... | ||
of a team A 2010 survey by McKinsey found that change project success ballooned to more than 75% when workers on the shop floor felt they were an integral part of the process of change. Ask, who needs to be enrolled to be part of your “guiding coalition”? Aetna a case study in a guiding coalition to galvanise an organi... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.446 | 0.872 | ["management", "education"] | 493 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.010940 | [
-0.04481758549809456,
-0.019904471933841705,
0.0044313520193099976,
-0.008967619389295578,
0.0742848813533783,
-0.02095182240009308,
-0.03114001825451851,
0.06223886460065842,
-0.08767509460449219,
-0.0019508248660713434,
0.0046296995133161545,
-0.002183235250413418,
0.00903638917952776,
0... | ||
glance, it might have seemed earnings were solid. Beset by lawsuits and a general and growing public disappointment with health maintenance organizations and managed care of which Aetna was a strident advocate, their brand was damaged. In 2001 Aetna appointed Ron Williams who would become their fourth CEO in five years... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.54 | 0.842 | ["governance"] | 441 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011034 | [
-0.06018804386258125,
-0.014597744680941105,
0.027908436954021454,
-0.024697568267583847,
-0.0018639008048921824,
-0.0636909082531929,
0.021511495113372803,
0.05292854830622673,
-0.053677432239055634,
-0.023479586467146873,
0.005630668718367815,
0.042372170835733414,
-0.01802610047161579,
... | ||
guiding coalition to galvanize the organization. They set aside time to visit the troops, understand their point of view, and include them in the design of the new organization. With different individuals from the senior group, they searched out workers at all levels—the individuals who were very much on the front line... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.576 | 0.836 | [] | 432 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011082 | [
-0.02179352566599846,
0.04067020118236542,
0.010773034766316414,
0.0034118276089429855,
0.03778395056724548,
0.011155971325933933,
-0.0190089363604784,
-0.015604250133037567,
-0.08542319387197495,
-0.013101221062242985,
-0.01717546209692955,
0.05517054349184036,
0.05983506143093109,
-0.035... | ||
connected culturally and well regarded by peers. These people became the guiding coalition providing their input and contribution on what wasn’t working and what needed improvement. In addition their perspectives on both the plan and execution of planned process changes. [1] The guiding coalition was the impetus to dev... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.567 | 0.836 | [] | 433 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011131 | [
-0.00590422423556447,
0.036411892622709274,
-0.021710490807890892,
-0.02502410300076008,
0.047873519361019135,
-0.009621070697903633,
-0.024937203153967857,
0.07586194574832916,
-0.04777142405509949,
0.059522513300180435,
-0.019321804866194725,
-0.03469068184494972,
0.000017289046809310094,
... | ||
m a circa $300 million loss to $1.7 billion gain. In 2006 the share prices reflected this success, inc to $48.40 from just %.8 a share. Not every leader and member needs to do all of these activities, and have the skills to do all of these things – few will, actually. Instead, develop a composite team with different sk... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.585 | 0.708 | ["leadership", "management"] | 438 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011186 | [
0.058865536004304886,
-0.02182113565504551,
0.028073882684111595,
0.011509394273161888,
-0.050286948680877686,
0.05853375047445297,
0.004418529570102692,
0.03874650597572327,
-0.015269819647073746,
0.02486085332930088,
-0.04640136659145355,
-0.019757216796278954,
0.0904063731431961,
0.0003... | ||
u? How do you establish your “guiding coalition”? Check these activities against your guiding coalitionY/NTo make the change vision clear, inspiring and shared Communicate a compelling rationale for change that will Motivate people to have a “can-do” attitude and make it work Make resources available and clear blockage... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.619 | 0.858 | ["strategy", "management", "communication", "motivation"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011261 | [
0.00598702160641551,
-0.015410056337714195,
-0.011897671036422253,
-0.021040715277194977,
0.02168789878487587,
0.00742380041629076,
-0.010196455754339695,
-0.033200155943632126,
-0.08262647688388824,
0.0407453253865242,
-0.0079633928835392,
-0.02825682982802391,
-0.0152433468028903,
0.0690... | ||
nd new ways of working Increase visibility and availability to answer questions, tell a compelling story and keep stakeholders engaged Celebrate and publicise reaching milestones and achieving success points as the new design is implemented Back to top Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 3: Dev... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.497 | 0.726 | ["strategy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011327 | [
-0.03383956477046013,
0.05548897758126259,
0.010588408447802067,
-0.02578364685177803,
-0.0012008947087451816,
0.037397339940071106,
-0.05742431432008743,
-0.02961200661957264,
-0.00997412670403719,
-0.017977215349674225,
-0.06135108694434166,
0.008412403985857964,
-0.08017239719629288,
-0... | ||
nge, developing strategies to achieve that vision. The goal of this step is to obtain stakeholder buy-in, so it is often useful to obtain their participation in articulating the vision. It seems obvious to say, but in organisational life, it’s not always clear what we’re trying to achieve. Or it might be clear to the l... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.594 | 0.866 | ["leadership", "strategy", "management"] | 481 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011384 | [
0.034487634897232056,
0.04118393734097481,
0.022009138017892838,
-0.024582814425230026,
0.014575798995792866,
0.011457890272140503,
0.0035443368833512068,
0.010142268612980843,
0.048780180513858795,
0.061961472034454346,
-0.08191791921854019,
-0.015248985961079597,
-0.01968175359070301,
0.... | ||
rong, it seems to be part of the human condition. In the same way a person might declare their new goal is to get fit is not a clear vision, many organisational goals are equally vague. Like “improve performance”, or “collaboration, or “innovation”. Just like in fitness we must get clear on the vision first. Using the ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.397 | 0.848 | ["strategy", "communication", "innovation", "economy", "philosophy"] | 414 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011439 | [
0.039397649466991425,
0.004788731690496206,
-0.052169352769851685,
0.031421881169080734,
0.08370687067508698,
-0.022611962631344795,
0.052783481776714325,
-0.018502982333302498,
0.03266604244709015,
-0.019738120958209038,
-0.026817476376891136,
-0.027473023161292076,
0.014101068489253521,
... | ||
ally fizzy at first and bring it down to reality. Ask, if you were a fly on the wall, how would you know ‘innovation’, for example, had been implemented. What would you see? How would it show up? Like personal goals, specificity on organisational goal matters too. A case study for developing a vision: Ideo helps a tele... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.371 | 0.876 | ["strategy", "communication", "innovation", "networking", "education"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011529 | [
0.00950631219893694,
0.005682662129402161,
-0.050975147634744644,
-0.10530690848827362,
0.04141377657651901,
0.08283597230911255,
0.0033854155335575342,
0.010720232501626015,
-0.07518114149570465,
0.0009013666422106326,
0.022988811135292053,
0.030210059136152267,
-0.05406362563371658,
0.01... | ||
oming up to the 50 year commemoration had some tough choice and improvements to make. But to what? To help them with this question, they employed IDEO, the global design and innovation company to help them deign and develop the vision. To get to the nub of this and involve as many people within and outside the organisa... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.528 | 0.858 | ["strategy", "communication", "decision_making", "innovation", "philosophy"] | 463 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011588 | [
-0.032850682735443115,
0.11131975054740906,
0.007830613292753696,
-0.07306908071041107,
0.057210277765989304,
0.025006165727972984,
0.009424691088497639,
0.014764787629246712,
-0.019215626642107964,
0.003165329108014703,
-0.006499652285128832,
0.021374501287937164,
-0.07110181450843811,
-0... | ||
at showed work-in-advance segments of the vision. They included residents from the city of Connecticut as well as staff to draft a its vision, mission and purpose. This prompted much discussion and debate, empowering the organisation to land at a solid and shared vision for its future: to be the most daring open media ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.541 | 0.862 | ["strategy"] | 483 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011646 | [
0.05830853059887886,
-0.02061152085661888,
-0.03317930921912193,
-0.0075335269793868065,
0.12897314131259918,
0.06147024407982826,
-0.00869593396782875,
-0.035500966012477875,
0.0343761146068573,
0.01819862611591816,
-0.03865857794880867,
0.057107675820589066,
-0.008762446232140064,
-0.001... | ||
ng its audience to make the world a better place. Source [1] Harvard Business Review [2] Nieman Lab [3] Current [4] Playbook Branding Kotter Into Action: Developing the vision The third step to driving change is to “develop a clear vision” How about you? How could you engage leadership and develop a clear vision”? Deve... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.599 | 0.87 | ["strategy", "leadership"] | 504 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011722 | [
0.03681514784693718,
-0.005450407043099403,
-0.012731022201478481,
-0.09057793021202087,
0.05906900390982628,
0.06383991241455078,
-0.0025232278276234865,
0.03412153944373131,
0.05407683551311493,
0.031173724681138992,
-0.042821403592824936,
0.027937203645706177,
0.011755657382309437,
-0.0... | ||
llect and analyse data to validate assumptions 3. Build vision elements 4. Collect feedback and validate with stakeholders Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 4: Share the vision Share the vision – using every vehicle possible to constantly communicate the new vision and strategies, having the ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.457 | 0.872 | ["strategy", "leadership", "communication"] | 507 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011779 | [
0.02035822719335556,
0.009494920261204243,
-0.02968597784638405,
-0.08965080976486206,
0.04335098713636398,
0.025804752483963966,
-0.034189168363809586,
-0.03322850167751312,
-0.010244487784802914,
-0.0020693382248282433,
-0.01405324600636959,
-0.0729847326874733,
-0.000743877375498414,
0.... | ||
hare it far and wide throughout the organisation. In this step, you must work to integrate the new vision into the way the organization currently operates. This includes incorporating the vision into the organization’s mission, vision, and values; strategy; business plans; business processes; roles; management systems;... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.45 | 0.84 | ["strategy", "management", "ethics", "philosophy"] | 485 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011837 | [
0.0930485725402832,
0.029032614082098007,
-0.06165412440896034,
-0.020356588065624237,
0.03593664616346359,
0.05050155147910118,
0.018700800836086273,
-0.05838892236351967,
0.044676750898361206,
-0.04511618986725807,
0.016000622883439064,
-0.02720143459737301,
-0.02595043182373047,
-0.0088... | ||
on by incorporating the new vision into its core. Once the vision is integrated into the top level, cascading becomes the focus. Sub-business units and middle management develop their own team mission statements incorporating innovation that employees build a sense of collective ownership, commitment, and focus and, th... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.579 | 0.85 | ["strategy", "management", "innovation", "education"] | 478 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011892 | [
0.07529691606760025,
-0.03461088612675667,
-0.03109881654381752,
-0.08037799596786499,
0.0383501760661602,
-0.03786350414156914,
-0.043475519865751266,
0.01728963665664196,
0.03147492557764053,
-0.04324352368712425,
-0.039625320583581924,
-0.027448168024420738,
0.04202825948596001,
0.00974... | ||
ng and cascading a new vision isn’t the everyday. Communicating this way requires a great deal of empathy. People already have a day job and ways of doing things that, to them, suit them fine. So how do you share a vision? The recipe seems clear. Put on a road show and tell everyone about it. Everyone knows, now. Simpl... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.418 | 0.74 | ["strategy", "communication", "career", "education"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.011954 | [
0.00956945214420557,
-0.019007932394742966,
0.02239248901605606,
-0.060573071241378784,
0.003309989348053932,
-0.01480248011648655,
-0.015420024283230305,
-0.00859321653842926,
-0.025507807731628418,
-0.09368343651294708,
-0.046789683401584625,
0.006783507764339447,
-0.05238363891839981,
0... | ||
the default approaches to communication get in the way effective change. Carly Fiorina, then CEO of HP, foresaw great changes were required for the company. Given the top-to-bottom nature of the changes, she could see that the changes must be made do with extraordinary care and cautiously and carefully communicated wit... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.45 | 0.854 | ["communication", "management", "philosophy", "leadership", "crisis"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012034 | [
-0.00871261302381754,
-0.04840671271085739,
0.02184852585196495,
-0.056903231889009476,
0.004701747093349695,
0.0015040735015645623,
0.0056999195367097855,
0.06756430864334106,
-0.006969502195715904,
-0.018177412450313568,
0.034349098801612854,
0.0896148756146431,
-0.07420910894870758,
-0.... | ||
t, she kept information to herself and close team. This had the exact opposite affect: her deepest fears were realized. In the two months leading up tot he formal announcement, effort gradually declined until in some cases it completely stopped. Workers sensing change but not actually knowing anything specific lost foc... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.564 | 0.858 | ["management", "philosophy", "leadership", "strategy", "motivation"] | 508 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012092 | [
0.016082623973488808,
0.056381359696388245,
0.0734894871711731,
0.06390800327062607,
0.08072052150964737,
-0.003252178430557251,
-0.0003853495873045176,
0.03826553747057915,
-0.0010778076248243451,
0.02856406196951866,
-0.015252485871315002,
0.05532997101545334,
-0.030663181096315384,
-0.0... | ||
might oversee which divisions after the redesign. In the end, this went on for a full quarter. 12 weeks of lost productivity, client service and innovation. Change poorly handled can cost. A lot! Sharing the vision Case study: a message well delivered Contrast this to how Zappos approaches communicating to their staff.... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.575 | 0.72 | ["strategy", "innovation", "education"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012146 | [
-0.02112422324717045,
0.04514511674642563,
0.008278925903141499,
-0.024329952895641327,
0.046755529940128326,
-0.0938844382762909,
0.0106895063072443,
0.023919790983200073,
0.04360409080982208,
-0.027672363445162773,
0.002788050565868616,
0.12093807011842728,
0.038193706423044205,
-0.00063... | ||
appens to sell shoes.” With customer service at the core, every worker knows and has the same goal. A bell rings whenever excellent customer service is delivered. It might be thought to be a crude motivational tactic, but for Zappos, it demonstrates how each employee can impact the company’s lofty vision. [4] Zappos’ a... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.559 | 0.862 | ["strategy", "motivation"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012200 | [
-0.06348226964473724,
0.022212428972125053,
-0.030325472354888916,
-0.03305443376302719,
0.004237990360707045,
-0.05262415483593941,
0.15849117934703827,
-0.009471340104937553,
0.044041234999895096,
-0.04364878684282303,
0.017510276287794113,
0.06055556982755661,
0.03980131074786186,
-0.00... | ||
ees are invited and share absolutely everything about the company. Nothing is sacred. Whether it be about the financials or upcoming product releases. It’s all open conversation for Zappos management. Reporters are also welcome to the meetings and permitted tot to talk with staff directly without them having received a... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.63 | 0.862 | ["leadership", "management", "faith_spirituality"] | 509 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012542 | [
-0.03321152925491333,
0.08249541372060776,
-0.014384737238287926,
0.006444794125854969,
0.06036790832877159,
-0.06142974644899368,
0.08495577424764633,
-0.008545923046767712,
0.03259965032339096,
0.00011473227641545236,
-0.009026998654007912,
0.03918250650167465,
0.009150862693786621,
0.02... | ||
Into Action Change leadership is a contact sport. If you want to create momentum around change, engage your middle and frontline managers for maximum impact. Repeat, repeat, repeat through every channel you can. Follow these three steps: Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 5: Empower people to ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.522 | 0.874 | ["leadership", "management"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012608 | [
0.018314391374588013,
0.0151339340955019,
0.033874012529850006,
-0.03014312870800495,
0.03896399214863777,
0.020762473344802856,
-0.030747629702091217,
0.011988348327577114,
-0.013706267811357975,
0.06862381100654602,
-0.012583248317241669,
0.0052920011803507805,
-0.028118280693888664,
0.0... | ||
ystems or structures that undermine the change vision, encourage risk-taking and non-traditional ideas, activities or actions Capgemini Consulting and the IESE business school ran a global Innovation Leadership Study. Based on a survey of 260 executives around the world, they concluded that “large organizations create ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.622 | 0.846 | ["leadership", "strategy", "innovation", "education", "management"] | 495 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012667 | [
0.025343336164951324,
0.009140142239630222,
0.06537517160177231,
-0.05611783638596535,
0.07933017611503601,
-0.030232494696974754,
0.005368322599679232,
0.02097807638347149,
0.022392157465219498,
0.053794726729393005,
0.01751156710088253,
0.06718065589666367,
-0.032266777008771896,
-0.0128... | ||
agers filter the top strategy into daily actions. They remove obstacles. So why do such frontline and middle managers drive so much value? Put simply, they remove obstacles. And when it comes to change management, there are three main obstacles that must be overcome: 1. Ambiguity 2. Middle management refraction layer 3... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.411 | 0.708 | ["management", "strategy"] | 482 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012721 | [
0.05692099407315254,
0.026545513421297073,
0.05029074847698212,
-0.009876301512122154,
0.0969499945640564,
-0.006584953051060438,
-0.06261496990919113,
-0.0005020357202738523,
-0.01343004871159792,
0.05259285867214203,
0.010016844607889652,
0.0029688598588109016,
-0.013311676681041718,
-0.... | ||
ten don’t like it and may not feel good about it. Resistance can block change unless people learn from it. It is important to recognize resistance and be able to manage it effectively. The most difficult cause of resistance is ambiguity . Ambiguity is unavoidable in projects, but it is controllable. The malaise that re... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.347 | 0.87 | ["crisis", "philosophy"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012775 | [
0.006516830064356327,
0.02577025629580021,
0.021056802943348885,
-0.02080392837524414,
0.10241248458623886,
0.02809579111635685,
0.026738600805401802,
0.04103024676442146,
0.03503165394067764,
-0.008588986471295357,
0.07886715233325958,
-0.008118638768792152,
-0.004931244533509016,
-0.0325... | ||
act, incomplete, and vague information not just as insufficient, but actually discount the data altogether. The frustrating implication for change managers is that as a result of the discounting of ambiguous information, people behave as if they have no information at all. This is why bringing clarity to your organizat... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.44 | 0.846 | ["philosophy", "management"] | 456 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012854 | [
0.043158844113349915,
0.06242341920733452,
0.05664321035146713,
-0.009359020739793777,
0.032318778336048126,
-0.043337542563676834,
0.01568712294101715,
-0.0010217262897640467,
0.05010285601019859,
0.04121704772114754,
0.06451868265867233,
-0.025623897090554237,
-0.06355644762516022,
-0.04... | ||
new project” results in no action on the project. It is instead put off in favor of the customer call, the urgent task in the here and now. Good change leaders must be skilled at converting the ambiguous goals and plans into concrete, specific steps. Add to this clear messages to ensure the behavior change desired and ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.465 | 0.858 | ["leadership"] | 467 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012907 | [
-0.05311235040426254,
0.03907894343137741,
0.058673419058322906,
-0.053072165697813034,
0.01774100586771965,
-0.043350718915462494,
0.03176325187087059,
-0.004226609133183956,
0.013913110829889774,
-0.006186442915350199,
0.048042573034763336,
-0.04793039709329605,
-0.05035724863409996,
-0.... | ||
tool for overcoming resistance is keen listening. Allowing people to speak their mind and voice their views often helps them work through their concerns. A good deal of them will disappear just from listening well, the others, which have merit, will require taking action to have them resolved. Reactions to proposed cha... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.575 | 0.862 | ["philosophy"] | 509 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.012960 | [
0.004964925814419985,
0.017484845593571663,
0.028902117162942886,
-0.0435638390481472,
0.042488060891628265,
-0.0023748641833662987,
-0.012356775812804699,
-0.007771166507154703,
0.05520296469330788,
-0.06259103864431381,
-0.03254484012722969,
-0.015106938779354095,
-0.0009203292429447174,
... | ||
le feel resentful when change is imposed on them. A sense of control is essential for the self-esteem of most people. Imposed change can remove this sense of control, leading to stress and an attempt to reassert control by overt or covert sabotage. Fear of the Unknown: When the future state is unknown, fear and subsequ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.423 | 0.872 | ["leadership", "philosophy"] | 508 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013015 | [
-0.03278433904051781,
0.05521167442202568,
0.08326346427202225,
0.04050153121352196,
0.08702851831912994,
0.03290634974837303,
0.02531181089580059,
0.003818356432020664,
0.1291559338569641,
-0.011190589517354965,
0.05137573182582855,
0.005670973099768162,
0.02994287759065628,
-0.1085871532... | ||
re unable to see their own personal future state. Not unreasonably this can lead to unwillingness to change. Unexpected Change: People react negatively almost instinctively when decisions or demands are placed upon them without any forewarning or chance for preparation. An individual who has had no time to think throug... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.524 | 0.854 | ["philosophy", "decision_making", "war_conflict"] | 489 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013068 | [
0.05959944799542427,
-0.019241690635681152,
0.03933953493833542,
0.04703284054994583,
0.07152234017848969,
0.021672187373042107,
-0.010315910913050175,
0.03436930105090141,
0.08147475868463516,
0.02068719081580639,
0.019451485946774483,
-0.038600943982601166,
-0.039757609367370605,
-0.0278... | ||
heir nature and resent any break to this routine. Change, by definition, is likely to disrupt routines, causing insecurity and resistance. Ego: If something is to be changed, that implies the old way was wrong or inferior. A surprising amount of resistance is due to this. Self Doubt: In some cases fear on the individua... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.42 | 0.854 | ["philosophy"] | 441 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013128 | [
-0.00548085942864418,
0.03441446274518967,
0.07375850528478622,
0.04299042001366615,
0.0510675311088562,
-0.03453857824206352,
-0.08256933838129044,
0.03300243616104126,
0.03212352842092514,
0.06168721243739128,
0.014103279449045658,
0.029236262664198875,
-0.040975023061037064,
-0.06439788... | ||
required in the new model can lead to resistance. Chaos Theory: Changes occurring in a professional environment can have an impact on a person’s personal life. Examples of this might be changes in location, work colleagues who are personal friends etc. This cause of resistance is hard to spot and often equally hard to ... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.384 | 0.852 | ["career"] | 465 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013221 | [
-0.011617666110396385,
0.013403299264609814,
0.10234455019235611,
0.016657482832670212,
0.10439973324537277,
0.008713789284229279,
-0.11573271453380585,
0.02185577154159546,
0.04045878350734711,
-0.007911309599876404,
-0.01573239453136921,
-0.011110372841358185,
0.019832124933600426,
-0.01... | ||
known as change fatigue ), can cause resistance. Why would a person go to the effort of accepting a change and beginning to implement it, if every change implemented in the past had stalled or failed? Obstacle 2: The “Middle Management Refraction layer” Social science researcher Dr. Danah Zohar has looked at what drive... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.419 | 0.872 | ["management", "leadership"] | 511 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013275 | [
-0.03091970831155777,
-0.004079944919794798,
0.0574716255068779,
0.013654608279466629,
0.13129310309886932,
-0.02525542490184307,
-0.03348905220627785,
0.07234060019254684,
-0.008943630382418633,
0.04586949571967125,
-0.021187767386436462,
0.002284697024151683,
-0.046651311218738556,
-0.03... | ||
work did not correlate at all to what drives senior leaders. What the leader cares about (and typically bases at least 80 percent of his or her message to others on) does not tap into roughly 80 percent of the workforce’s primary motivators for putting extra energy into the change program. Obstacle 3: The Fundamental A... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.495 | 0.854 | ["leadership"] | 476 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013327 | [
-0.004818824119865894,
0.0443132258951664,
0.04388504475355148,
0.004935720004141331,
0.12681730091571808,
-0.007425184361636639,
-0.017664432525634766,
-0.026505379006266594,
-0.012084545567631721,
0.024186454713344574,
-0.0014862187672406435,
0.046459995210170746,
0.035305824130773544,
-... | ||
error to avoid inadvertently causing resistance. To explain what the fundamental attribution error is, take the case of management guru and father of the Total Quality Management (TQM) movement, Edwards Deming. He believed that almost all (96%) of errors are due to the system people find themselves in and not the peopl... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.363 | 0.86 | ["management", "crisis", "war_conflict", "family"] | 482 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013381 | [
-0.010788243263959885,
0.041363976895809174,
0.0214696042239666,
-0.03912512585520744,
0.026113159954547882,
-0.018738359212875366,
0.10469517856836319,
0.07468952238559723,
0.0015346992295235395,
0.019429625943303108,
0.07686501741409302,
-0.014732634648680687,
0.11565214395523071,
-0.049... | ||
mbustible products in their production processes. Concerned there where too many fires, the manager sent a memo to his people admonishing them to be more careful and light fewer fires or else. “The beatings will stop when morale improves.” The fundamental attribution error is a particularly pernicious cognitive bias th... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.537 | 0.858 | ["management", "ethics"] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013436 | [
0.012274397537112236,
0.05557016283273697,
-0.005352094769477844,
0.004431115463376045,
0.1303987205028534,
0.04857901856303215,
0.0868467316031456,
0.014124772511422634,
-0.007235473021864891,
0.026188001036643982,
0.04411140829324722,
-0.016245821490883827,
0.0727289542555809,
-0.0210969... | ||
ational or social settings, they tend to explain behavior in terms of internal disposition such as personality traits, abilities, and motives as opposed to external situational factors. Otherwise known and blame and finger-pointing . It can be overcome by understanding the internal factors versus the external factors a... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.426 | 0.854 | [] | 512 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013481 | [
0.06161399558186531,
-0.03903917968273163,
0.004431113135069609,
0.028853774070739746,
0.13964879512786865,
0.023733986541628838,
0.012265680357813835,
0.017653372138738632,
0.04916185140609741,
-0.008187915198504925,
0.07937527447938919,
-0.028314512223005295,
-0.048149242997169495,
-0.01... | ||
sed the delay, whereas external factors reflect the general context. TO DISTINGUISH BETWEEN THE INTERNAL AND EXTERNAL ELEMENTS, ASK YOURSELF THIS QUESTION: “If I put a gun to their head, could they do it?” Precisely: Internal elements include personal effort, ability, mood, motivation, interest, control, stamina, and s... | https://daniellock.com/post/kotters-8-step-change-model | Kotter’s 8 Step Change Model | daniellock.com | unknown | false | 0.341 | 0.838 | ["management", "motivation", "philosophy"] | 495 | Kotter Change Leadership Framework | topic | 2026-04-15T16:29:45.013534 | [
0.02035684324800968,
-0.06820855289697647,
0.03804834187030792,
0.04198980703949928,
0.12955370545387268,
-0.05348086357116699,
0.013325158506631851,
0.02842702716588974,
0.03837354853749275,
-0.012566080316901207,
0.11808239668607712,
0.007656641770154238,
-0.014440529979765415,
-0.030846... |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.