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

by John P. Kotter, Dan S. Cohen
3.1 6
ISBN-10:
1422187330
ISBN-13:
9781422187333
Pub. Date:
11/06/2012
Publisher:
Harvard Business Review Press
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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.