Leading Change by Design - Integrating Design thinking with Kotter’s 8 Step Process

Engmann Abena (), Eluerkeh Eugene () and Ngwakwe Collins ()
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Engmann Abena: Academic City University College, Agbogba, Haatso, Accra, Ghana
Eluerkeh Eugene: Ashesi University, Berekuso Road, Accra, Ghana
Ngwakwe Collins: Teraflop Graduate School of Leadership, University of Limpopo, South Africa

HOLISTICA – Journal of Business and Public Administration, 2024, vol. 15, issue 2, 127-141

Abstract: This paper presents a conceptual framework that facilitates a human-centered approach to implementing organizational change. It advocates for integrating design thinking with Kotter’s eight-step process for change management. Utilizing the double diamond framework, a process model developed by the Design Council (UK), in conjunction with Kotter’s eight-step process, the paper demonstrates how leaders can effectively employ a design led integrated approach to drive change. The authors’ review and juxtaposition of the design thinking framework and change process reveal that it can be applied to leading and implementing change, which, to the best of the authors’ knowledge, has not been explored in detail by previous authors. Hence, there is an opportune need to contribute to the change management process. The normative conceptual methodology for developing this extended framework shows how Kotter’s eight steps fit into the double diamond framework. Implementing change in organizations can be a daunting undertaking; however, a design-led approach facilitates a more successful execution. This paper’s key argument is that integrating design thinking with change management is a more effective approach because it allows the involvement of more stakeholders, iteration, and testing of more ideas to implement change successfully.

Keywords: Design Thinking; Change; Human-Centered Approach; Stakeholders; Communication (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:vrs:hjobpa:v:15:y:2024:i:2:p:127-141:n:1008

DOI: 10.2478/hjbpa-2024-0018

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