| Change Agent |
An individual or group responsible for driving and managing change within an organization. |
| Change Control |
A systematic process for managing changes to a project, system, or organization, including assessing, approving, and implementing change requests. |
| Change Management |
The process of planning, implementing, and monitoring changes in an organization in order to ensure successful adoption. |
| Change Readiness |
The state of preparedness and willingness among individuals and teams to embrace and support change. |
| Change Resistance |
The opposition or reluctance to change by individuals or groups within an organization. |
| Communication |
Open, honest, and continuous exchange of information between leaders and employees to keep everyone informed during the change process. |
| Consolidation |
Embedding the changes into the organization's culture and ensuring they become the new way of doing things. |
| Empowerment |
Giving employees the necessary authority, autonomy, and resources to take ownership and make decisions. |
| Guiding Coalition |
A group of influential individuals formed to lead and support the change initiative throughout an organization. |
| Institutionalization |
Sustaining the changes over time by integrating them into the organization's systems, processes, and behaviors. |
| Kotter Model |
A change management model developed by John Kotter that provides a step-by-step approach for leading organizational change. |
| Resistance |
Opposition, reluctance, or refusal to accept and support the change effort by individuals or groups within the organization. |
| Short-Term Wins |
Celebrating and communicating small victories and quick wins to maintain momentum and increase morale. |
| Urgency |
The first step in the Kotter Model, creating a sense of urgency is about convincing people that change is necessary and must happen now. |
| Vision |
The desired future state or outcome that the organization aims to achieve through the change effort. |
