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Comparative Study of Kotter’s and Hiatt’s (ADKAR) Change Models

Journal of Leadership and Management

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Title Comparative Study of Kotter’s and Hiatt’s (ADKAR) Change Models
 
Creator Das, Vasudev; Vasudev Das
School of Management,
College of Management and Technology, Walden University, 100 Washington Avenue South,
Suite 900, Minneapolis,
Minnesota 55401, USA
email: vasudev.das26@gmail.com
 
Description The purpose of the study is to sonographically explore Kotter’s leading change model and Hiatt’s (ADKAR) change management model, as well as analytically compare the two models and their roles in positive social change. The author also diagnostically explored the limitations of Kotter’s and Hiatt’s (ADKAR’s) change models. Kotter and Hiatt have developed change models geared towards unlocking the potentials of individuals, groups, and organizations in a bid to achieving strategic and sustainable outcomes at a quicker pace than managers and leaders could possibly imagine. Both Kotter’s and Hiatt’s (ADKAR) change models have their strengths and limitations. The study is skewed toward analysis of documents whose authors are imbued with imperfect sensory modalities. Therefore, the study is not generalizable. Both Kotter’s and Hiatt’s (ADKAR) change models have pragmatically been shown to be effective in change implementation and any organization that utilizes either of the models to manage a change initiative makes a right scientific choice for organizational renewal. The study is the first of its kind in the change management domain and hence its valuableness cannot be underestimated inasmuch as it fills the lacuna in the orga- nizational change management literature.Keywords: Kotter’s change model, ADKAR, organizational change management, change leadership, change failures, successful change
 
Publisher Journal of Leadership and Management
 
Contributor —
 
Date 2019-02-01
 
Type info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
Peer-reviewed Article
 
Format application/pdf
 
Identifier http://leadership.net.pl/index.php/JLM/article/view/147
 
Source Journal of Leadership and Management; Vol 1, No 15 (2019): Journal of Leadership and Management
2391-6087
 
Language eng
 
Relation http://leadership.net.pl/index.php/JLM/article/view/147/105
 
Rights Copyright (c) 2019 Author & JLM
http://creativecommons.org/licenses/by-nc-sa/4.0