The Heart of Change: Real-Life Stories of How People Change Their Organizations Hardcover – Nov 6 2012
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The Heart of Change is the follow-up to John Kotter's enormously popular book Leading Change, in which he outlines a framework for implementing change that sidesteps many of the pitfalls common to organizations looking to turn themselves around. The essence of Kotter's message is this: the reason so many change initiatives fail is that they rely too much on "data gathering, analysis, report writing, and presentations" instead of a more creative approach aimed at grabbing the "feelings that motivate useful action." In The Heart of Change, Kotter, with the help of Dan Cohen, a partner at Deloitte Consulting, shows how his eight-step approach has worked at over 100 organizations. In just about every case, change happened because the players were led to "see" and "feel" the change. In one example, a sales representative underscores a sense of urgency to change a manufacturing process by showing a videotaped interview with an unhappy customer; in another, a purchasing manager makes his point to senior management about corporate waste by displaying on the company's boardroom table the 424 different kinds of gloves that the company had procured through different vendors at vastly different prices. Well written and loaded with real-life examples and practical advice, The Heart of Change towers over other change-management titles. Managers and employees at organizations both big and small will find much to draw from. Highly recommended. --Harry C. Edwards --This text refers to an out of print or unavailable edition of this title.
From Publishers Weekly
"Never underestimate the power of a good story," Kotter and Cohen testify in this highly readable sequel to Kotter's groundbreaking Leading Change. Practicing what they preach, they have culled, from hundreds of interviews conducted by Deloitte Consulting, the 34 most instructive and vivid accounts of companies undergoing large-scale change. With chapters organized by each of the eight stages of change Kotter identified in his 1996 bestseller, the authors deftly contrast success stories with fumbles, then utilize the compare-and-contrast format for lively "how-to/how-not-to" discussion. Throughout, they pepper their discussion with arresting (and quotable) aphorisms, such as "Dying will not help" and "Honesty always trumps propaganda," to ensure that readers remain on task, engaged and awake. Viewed in stages with concrete examples and convenient end-of-chapter summaries, the challenges and opportunities of the change process emerge in sharp relief. Kotter and Cohen demonstrate the critical difference that focus, faith, leadership, commitment and creativity make in winning employees' hearts, offering good stories that truly apply to each topic. "The single biggest challenge in the process is changing people's behavior," they insist, while providing convincing evidence (as well as examples of the effectiveness of videos and creative visual displays) that their method of "see-feel-change" will enable a company to overcome resistance lurking in its midst.
Copyright 2002 Cahners Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
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Top Customer Reviews
Filled with real-life stories, this book offers lots of inspiration. Perhaps the strongest anecdote is the story of an executive presentation made by a mid-level manager and an intern about revamping a wasteful purchasing process. Instead of cranking out a fancy report, the manager and intern filled a box of 424 different pairs of gloves (with attached price tags ranging from $5-$17) that the company was buying. Then they dumped the box on the boardroom table, clearly making a point that this process needed to be fixed.
The moral: Communicate change by appealing to emotions. And often, emotions are stirred by showing people, not just telling them.
A solid read.
Whereas in Leading Change Kotter examines the eight steps people tend to follow to produce new ways of operating, in this volume he and Dan Cohen examine "the core problem people face in all of those steps, and how to successfully deal with the problem." And the central issue is never strategy, structure, culture, or systems. "All these elements, and others, are important. But the core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations mostly by speaking to people's feelings." (Those who do that effectively have what Daniel Goleman characterizes as "emotional intelligence.Read more ›
One of the things I enjoyed most about reading this book was the clear and logical layout with the interesting web-page navigation graphics. Also the case studies from "real life" gave practical examples of what successful change might look like in our companies. His eight steps to successful change are: 1. Increase Urgency, 2. Build the Guiding Team, 3. Get the Vision Right, 4. Communicate for Buy-In, 5. Empower Action, 6. Create Short-Term wins, 7. Don't let up, 8. Make Change Stick.
All of this helps in building a practice of Shaping the Corporate Culture, which is, of course, near and dear to our hearts at dbkAssociates. Many of the insights in this book will be of practical use to us and to our clients.
In his first book Leading Change, he described eight steps people followed to produce new ways of operating. These were sequential steps that organizations utilized as they progressed through their transformation.
In The Heart of Change, Kotter takes the eight steps to a more in depth level. He interviewed over two hundred people in more than ninety organizations. Through his findings during these interviews, he developed his basis for The Heart of Change.
His main discovery is change is not strategy, structure, culture, or systems. These are all important; however, the core of real change involves people's behaviors and feelings. He states, "In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just through feelings that alter behaviors sufficiently to overcome all the many barriers to sensible large scale change."
As the work world becomes more and more turbulent, change happens whether we want it to or not usually at a fast paced rate. John Kotter gives some sensible strategies that can be utilized by change agents in every type of organization.
Most recent customer reviews
This is a good book. But, I also recommend "Strategic Organizational Change" by Beitler.Published on June 16 2003
This book is okay for the novice. But, it is simply more of the same "theory." For "tools" for chance I would recommend Beitler's "Strategic... Read morePublished on April 18 2003
As the title indicates it's a "how to" book of real life stories of how people changed their organizations. This is not a quick fix-it remedy book. Read morePublished on March 30 2003 by Georganne Shibata
What is the one, critical factor leaders must consider when seeking real, complete, and sustained change? Read morePublished on March 29 2003 by Jason Plourde
This book is the distilled summary of 400 detailed interviews from over 130 companies on the topic of managing change. The common thread across success stories is 1. Read morePublished on Dec 4 2002 by B.Sudhakar Shenoy
A few worthy stories, but more on the line of the duh factor...for example, the story titled Q and A. Read morePublished on Sept. 6 2002 by LuCinda Hodge
Heartwarming and full of hope is just what this book offers. A very good read!Published on Aug. 28 2002
I thought "The Heart of Change" was terrific. John Kotter did a wonderful job building each new chapter on the preceding chapters, thus knitting everything together into... Read morePublished on Aug. 2 2002 by T.R.
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