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hange’ explained clearly the most common mistakes done by organisations when adopting change and also he came up with their solutions. As Recklies 2001 (above) Kotter 1996 also explained eight stages for change process. Let’s now examine the change mistakes done by management ( by Kotter ) and later we will explain the change stages and contrast them with Recklies’ change stages.

Allowing too much complacency-This is one of the biggest mistake as ranked by Kotter. The over confidence attitude of an executive wishing to process change may cause change failure. Having been successful in the past drives the executive to proceed with change plan without establishing and understanding the urgency of change as perceived by management and employees. Kotter said, “If complacency were low in most organisations today, this problem would have limited importance.” To successful accommodate changes people need to devote their time and efforts to make it done.

Failing to create a sufficiently powerful guiding coalition- Organisations need to have powerful guiding coalition. An active Chief executive is not sufficient to process the change. The head need a committed team that is expected to be powerful ,experienced, competent and leadership talented. In other words the head of the organisation should not undervalue the need for such a team. As said before the team should have leadership traits so as to overcome possible sources of resistances.

Underestimating the power of vision- Power of vision complements the urgency and strong team. We have seen many plans fail because they lack clear vision. There should be a clear and appropriate vision to reduce chances for confusion so that the whole project goes into the right direction.

Under-communicating the vision- Communication serves a lot in letting people/employees understand the vision ( change idea). Employees need to know how the change will affect their working either in a positive or negative side. They will not be willing to make sacrifices and give support to change unless they believe that the changes are the betterment for their welfare and the organisation as well. All these should be facilitated by proper communication.

Permitting obstacles to block the new vision-In implementing changes, an organisation may face several obstacles. These may be within the organisation itself or from an external sources. In many cases people do think in their minds of the obstacles and other roadblocks. Kotter poses a challenge on convincing them that no external barrier exist. V. Nilakant & S.Ramnarayan (2006) said that “ Change can be brought about most effectively by weakening an organisation’s forces of stability.” They argued that to weaken these forces of stability, the organisation needs to first understand the dynamics of these forces of stability. These forces of stability are counted as obstacles that block the way to changes. Having the same idea with Kotter ( 1996) ; Nilakant & Ramnarayan (2006 ) believe that the forces of stability are within the organisation and the solutions to pave way for changes are also within the organisation, cannot be found outside the organisation.

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