The Heart of Change: Real-Life Stories of How People Change Their Organizations

The Heart of Change: Real-Life Stories of How People Change Their Organizations

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by John P. Kotter
     
 

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ISBN-10: 1422187330

ISBN-13: 9781422187333

Pub. Date: 11/06/2012

Publisher: Harvard Business Review Press


Moving beyond the process of change

Why is change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization—you need to change people’s behavior. And that is never easy.

The Heart of Change is your guide to helping people think and feel

Overview


Moving beyond the process of change

Why is change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization—you need to change people’s behavior. And that is never easy.

The Heart of Change is your guide to helping people think and feel differently in order to meet your shared goals. According to bestselling author and renowned leadership expert John Kotter and coauthor Dan Cohen, this focus on connecting with people’s emotions is what will spark the behavior change and actions that lead to success. Now freshly designed, The Heart of Change is the engaging and essential complement to Kotter’s worldwide bestseller Leading Change.

Building off of Kotter’s revolutionary eight-step process, this book vividly illustrates how large-scale change can work. With real-life stories of people in organizations, the authors show how teams and individuals get motivated and activated to overcome obstacles to change—and produce spectacular results. Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation.

Refreshingly clear and eminently practical, The Heart of Change is required reading for anyone facing the challenges inherent in leading change.

Product Details

ISBN-13:
9781422187333
Publisher:
Harvard Business Review Press
Publication date:
11/06/2012
Pages:
224
Sales rank:
77,598
Product dimensions:
6.10(w) x 9.30(h) x 1.00(d)

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3.2 out of 5 based on 0 ratings. 6 reviews.
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Guest More than 1 year ago
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.
Guest More than 1 year ago
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.