Ch. 15: Comparison: Kotter's 8-Stage Framework for Change & Appreciative Inquiry

This final blog post for this class compares the similarities and differences in Kotter's eight-stage framework for change with Appreciate Inquire (AI). 

First, let's discuss Kotter's eight-stage framework for change.

inforgraphic found @Kotterinc.com

The text details the model steps below:

1. Light a fire for change (Daft, 2018). This is the step where leaders are intended to create a sense of urgency. 
2. Get the right people on board (Daft, 2018). Leaders must build a strong coalition of people with a shared commitment to seeing the importance in the change. 
3. Paint a compelling picture (Daft, 2018). Leaders must create a picture that helps people understand the strategic vision and initiatives.
4. Communication, repetition, and modeling (Daft, 2018). Kotterinc. equates this to leaders enlisting the volunteer army (Kotter, (n.d)).
5. Get rid of obstacles and empower people to act (Daft, 2018). Leaders enable action by removing barriers in this step.
6. Achieve and celebrate quick wins (Daft, 2018). Leaders are to help boost credibility and keep momentum going.
7. Keep it moving (Daft, 2018). Leaders must keep the process moving forward.
8. Find ways to make the changes stick (Daft, 2018). The final stage requires the leaders to find a way to institute the change.

Secondly, the Appreciative Inquiry process engages teams, individuals, and organizations in creating change by reinforcing positive messages and focusing on learning from success, rather that looking for what's wrong (Daft, 2018).

infographic found @ https://liberationist.org/

AI includes 5 phases in the 5-D Cycle.

1. Define the topic of the inquiry. The guiding question being, "What generative topic do we want to focus on together (Razzetti, 2019)?"
2. Discover and appreciate the best of 'what is' by reconnecting and acknowledging past successes, strengths, great ideas, and other moments, and look for the application to the present and future (Razzetti, 2019). 
3. Dream and imagine the possibilities of what the organization can be in 1,5, and 10 years from now (Razzetti, 2019).
4. Design and determine the ultimate goals and propose ways to get there (Razzetti, 2019). 
5. Destiny and the creation of what the organization will be. AI instills autonomy in this phase by allowing the employees to take over to put all the ideas into motion (Razzetti, 2019). 

Comparison:

Both of these frameworks emphasize the role of leaders being the catalyst for change. Defining the issue or topic of change is also needed in both frameworks. Kotter's 3rd step, 'Forming the vision' is very similar to the 3rd AI phase of 'Dreaming' what the outcome can be. Both also appear to emphasize the positive, however Kotter's 5th stage discusses removing obstacles and barriers whereas the AI model does not. It has been discussed that AI's vast emphasis on the positive can often overlook weaknesses and flaws within the organization (Razzetti, 2019). Kotter's framework does tend to put more emphasis on the leader, especially towards the final result. AI pushes to instill autonomy in the final phase, allowing the employees to put in more effort. Kotter's framework emphasizes the leader finding ways to institute the change. Momentum is an important aspect in both frameworks. Overall, both are very effective models to guide organizations towards change. A leader who uses both models really cannot go wrong. 

Go here for >>> Citations