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Prolific author and change management expert Kotter and consultant Cohen join forces in this 2002 update to Kotter's groundbreaking Leading Change(1996). The earlier work revealed why efforts at change so often end in failure and outlined eight critical steps needed to turn things around. Having interviewed more than 400 people from 130 organizations in the midst of major changes, Kotter and Cohen reveal the core problems people face at each of these eight stages and provide straightforward solutions. Their main finding is that the central issue concerns not structure or systems but behavior and how to alter it. An overview of how people see and meet change is followed by chapters on the steps to successful, large-scale change, including increasing urgency, building a guiding team, getting the vision right, and empowering action. The inclusion of many firsthand stories from people involved in change efforts makes this a useful book for any organization. The crisp, bright narration by Oliver Wyman helps to maintain interest in this material. Highly recommended for all academic libraries supporting business curricula and larger public libraries.
—Dale Farris
Anonymous
Posted November 21, 2007
This book introduces us to the Kotter 8-Step Change Model: Establish a sense of urgency to beat back complacency Creating the Guiding Coalition Developing a Vision and Strategy Communicating the Change Vision Empowering Employees for Broad-based Action Generating Short-Term Wins Consolidating Gains and Producing More Change Anchor New Approaches in the Culture. We are famailer with these, but here Kotter lays out the power of feelings and stresses the importance that lasting change must be emotionally embraced. The change must be anchored in the hearts of those tasked with carried out the deliverables. It's a great read with lots of supporting material.
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Posted June 17, 2005
By interviewing 400 individuals from 130 businesses to get their change sagas, authors John P. Kotter and Dan S. Cohen further anchor the fresh approach to organizational change that Kotter presented in 'Leading Change' (1996). Their main insight: organizations change when their people change. And, people change for emotional reasons. Some readers may think that the emphasis on feelings is 'soft' or even 'distracting,' but the authors warn against relying on spreadsheets or reports to promote transformation. They insist that the best way to engage the emotions is not to 'tell' but to 'show' - in videos, displays or even office design. The visual sense, they point out, processes enormous amounts of complex information instantly. At the end of each chapter, the authors include useful, modestly titled, 'Exercises That Might Help.' With appreciation for that level of detail, we recommend this illuminating book. Kotter has presented his eight-step change model before, but this practical, compact work demonstrates - with plainspoken stories of real-life managers and companies - how it functions. Thus the form of the book - 'showing' - exactly replicates its main point.
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Posted December 15, 2010
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Posted December 29, 2011
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Posted September 7, 2011
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Overview
By interviewing 400 individuals from 130 distinct businesses to get their change sagas, authors John P. Kotter and Dan S. Cohen further develop the approach to organizational change presented in Kotter's Leading Change (1996). Their central insight is that organizations change when their people change. And people change for emotional reasons. The authors warn against trying to promote transformation in your organization by relying purely on spreadsheets or reports; they provide background information on why it is also important to address employees' emotions. They explain that the best way to engage the emotions is not to "tell" but to "show" - via videos, displays, or even office design. The visual sense, they point out, ...