Management
Leading change with the Kotter method
In Mauritius, a reorganisation announced in a meeting often gets silent agreement, and the objections show up three months later in the results. Two days on Kotter's eight steps, applied to a change you are actually leading.
What you will be able to do
- Understand the human mechanisms of change, and adapt your posture as a manager accordingly
- Master the 8 steps of the Kotter method to steer a transformation project in a structured and effective way
- Identify and lift individual and collective resistance using communication tools and transactional analysis
- Mobilise key people around a shared vision and a coherent action plan
- Anchor change durably in the culture of your team or organisation
Programme
Opening and framing: where do you stand on change?
- Cross-introductions and the change projects each participant brings
- Your personal relationship to change: anchors, beliefs, posture
The natural stages of change: why people resist
- The main psychological phases of change (the change curve, behavioural models)
- Identifying which stage each team member has reached
- Practical tools: ownership, factual communication, transactional analysis
- Role-play: adapting what you say to the other person's profile
- Workshop: mapping your team in the face of change
The Kotter method, the frame that structures everything
- The 8 steps, from a felt sense of urgency to cultural anchoring
- Why each step matters, and what happens when one is skipped
- Concrete examples: reorganisations, relocations, service changes, customer transformation
Workshops: your change plan in action
- Working groups by project or by team, with canvases, step sheets and analysis grids
- Creating urgency, forming the coalition, building the vision
- Communicating, removing obstacles, creating quick wins, anchoring
- Trainer feedback on every piece of work, and public-speaking tips built into the workshops
Putting it into action and commitments
- Sequencing the change over time and choosing progress indicators
- The actions to launch the following week
- Three concrete commitments per participant, and cross-presentation of the action plans
Why this training
A reorganisation, a new system, a change of shareholder, a new customer journey: change is constant. Yet transformation projects fail far more often on adoption than on strategy.
Two days on Kotter’s eight steps, applied from start to finish to a change that participants are actually leading.
What makes adoption different here
Two features come up again and again in Mauritian organisations. Disagreement is rarely voiced openly, and a plan approved without objection in a committee may have convinced nobody. And many companies are family groups where informal authority does not follow the organisation chart, so the coalition that matters is not the one on paper.
Most of the two days are therefore spent on the urgency and coalition steps: they decide whether the change is carried or merely announced.
Questions about this training
Do we work on a real case or on a case study?
On a real case. Participants bring the change they are leading and leave with the eight steps applied to it. A case study is easier to run and produces nothing usable on Monday.
Why Kotter rather than another model?
Because its eight steps are sequential and can be diagnosed: a stalled programme almost always comes down to a skipped step. That makes it a working tool rather than a description.
How do you deal with agreement that is only for show?
This is the point the Mauritian version of the programme stresses most. Agreement given in a meeting is not commitment, and Kotter's coalition step exists precisely to find objections where they are voiced, which is outside the meeting.
Does it suit a small organisation?
Yes, and the steps become shorter rather than fewer. In a company of forty people, the coalition is three people and the communication plan is a series of conversations, but skipping one stalls the change just the same.
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