As I thought about Push in the context of Kotter's model, I imagined the table you see above.
In most "less than successful" change projects, the Tops drive steps 1, 2, and 3. Step 4 is the Tops using HR or Communication to PUSH "their" change downhill.
I found it ironic that what Kotter envisioned as empowerment is often the stage where resistance takes over.________________________
Because participation is normally restricted in steps 1, 2, and 3, the Middles & Bottoms lack ownership. People support what they help create. People do NOT support what they do NOT help create.
I looked at Phillip's (McKinsey early 80s) change management model and thought about Kotter's 8 steps. This is what it looks like to me:
Via Deb Nystrom, REVELN