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Dr. Kotter offers a practical approach to an organized means of leading, not managing, change. “John Kotter’s book Leading Change offers practical suggestions for making real changes in business organizations and having them stick. “In John Kotter wrote Leading Change which. Leading Change, With a New Preface by the Author [John P. Kotter] on site. com. *FREE* shipping Sold by: Aardvark Book Sales Company. Have one to. Editorial Reviews. From Publishers Weekly. Harvard Business School professor Kotter (A Force Add Audible book to your download for just $ Deliver to.

Leading Change Book

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Leading Change, With a New Preface by the Author by John P. Kotter, , available at Book Depository with free delivery worldwide. Millions worldwide have read and embraced John Kotter's ideas on change management and leadership. From the ill-fated - Selection from Leading Change. Leading Change book. Read reviews from the world's largest community for readers. John Kotter's now-legendary eight-step process for managing change.

Leadership builds systems or transforms old ones. What I am talking about here goes far beyond tha Best book on leadership I've ever read. What I am talking about here goes far beyond that. In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team.

But without a vision to guide decision making, each and every choice employees face can dissolve into an interminable debate. The latter is generally the most powerful form.

Nothing undermines change more than behavior by important individuals that is inconsistent with the verbal communication. And yet this happens all the time, even in some well-regarded companies.

The latter is passive, the former active. In a successful transformation, managers actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve these objectives, and reward the people involved with recognition, promotions, or money.

And without the follow-through that takes place in step 8, you never get to the finish line and make the changes stick. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances.

Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. People will find a thousand ingenious ways to withhold cooperation from a process that they sincerely think is unnecessary or wrongheaded. Bold means cleaning up the balance sheet and creating a huge loss for the quarter.

Or selling corporate headquarters and moving into a building that looks more like a battle command center. Or telling all your businesses that they have twenty-four months to become first or second in their markets, with the penalty for failure being divestiture or closure.

Real leaders often create these sorts of artificial crises rather than waiting for something to happen. The first have egos that fill up a room, leaving no space for anybody else. The second are what I call snakes, people who create enough mistrust to kill teamwork. A group of eight or twelve or twenty-four go somewhere for two to five days with the explicit objective of becoming more of a team.

They talk, analyze, climb mountains, and play games, all for the purpose of increasing mutual understanding and trust.

The typical goal that binds individuals together on guiding change coalitions is a commitment to excellence, a real desire to make their organizations perform to the very highest levels possible.

Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. In the third group, someone tells the others: In a change process, a good vision serves three important purposes. Second, it motivates people to take action in the right direction, even if the initial steps are personally painful.

Third, it helps coordinate the actions of different people, even thousands and thousands of individuals, in a remarkably fast and efficient way. Strategies - A logic for how the vision can be achived. Budgets - Plans converted into financial projections and goals. Conveys a picture of what the future will look like. Appeals to the long-term interests of employees, customers, stockholders, and other who have a state in the enterprise. Comprises realistic, attainable goals.

Is clear enough to provide guidance in decision making. Is general enough to allow individual initiative and alternative responses in light of changing conditions.

Is easy to communicate; can be successfully explained within five minutes. The best parking lots? First draft: The process often starts with an initial statement from a single individual, reflecting both his or her dreams and real marketplace needs. Role of the guiding coalition: The first draft is always modeled over time by the guiding coalition or an even larger group of people. Importance of teamwork: The group never works well without a minimum of effective teamwork.

Role of the head and the heart: Both analytical thinking and a lot of dreaming are essential throughout the activity. Messiness of the process: Vision creation is usually a process of two steps forward and one back, movement to the left and then to the right.

Time frame: Vision is never created in a single meeting.

The activity takes months, sometimes years. End product: The process results in a direction for the future that is desirable, feasible, focused, flexible, and is conveyable in five minutes or less. Key elements in the effective communication of vision Simplicity: All jargon and technobabble mustbe eliminated.

Metaphor, analogy, and example: A verbal picture is worth a thousand words. Multiple forums: Big meetings and small, memos and newspapers, formal and informal interaction - all are effective for spreading the word. Ideas sink in deeply only after they have been heard many times. Leadership by example: Behavior from important people that is inconsistent with the vision overwhelms other forms of communication. Explanation of seeming inconsistencies: Unaddressed inconsistencies undermine the credibility of all communication.

Two-way communication is always more powerful than one-way communication. Example vision: Words are cheap, but action is not.

The cynical among us, in particular, tend not to believe words but will be impressed by action. A lack of needed skills undermines action. Personnel and information systems make it difficult to act.

Bosses discourage actions aimed at implementing the new vision. Employees understand the vision and want to make it a reality, but are boxed in. Empowering people to effect change Communicate a sensible vision to employess: If employees have a shared sense of purpose, it will be easier to initiate actions to achieve that purpose.

Make structures compatible with the vision: Unaligned structures block needed action. Provide the training employees need: Without the right skills and attitudes, people feel disempowered.

Align information and personnel systems to the vision: Unalighned systems also block needed action Confront supervisors who undercut needed change: Nothing disempowers people the way a bad boss can. If someone asks you to move something in an office, no problem.

What stage 7 looks like in a successful, major change effort More change, not less: The guiding coalition uses the credibility afforded by the short-term wins to tackle additional and bigger change projects. More help: Additional people are brought in, promoted, and developed to help with all the changes.

Leadership from senior management: Senior people focus on maintaining clarity of shared purpose for the overall effort and keeping urgency levels up. Project management and leadership from below: Lower ranks in the hierarchy both provide leadership for specific projects and manage those projects. Reduction of unnecessary interdependencies: To make change easier in both the short term and long term, managers identify unnecessary interdependencies and eliminate them.

Shallow roots require constant watering. As long as the GM and other change agents were there daily with the garden hose, all was well. Without that attention, the practices dried up, withered, and died.

Other greenery that had been cut back, but that had deeper roots, took over. Most alterations in norms and shared values come at the end of the transformation process. Depends on results: Requires a lot of talk: Without verbal instruction and support, people are often reluctant to admit the validity of new practices.

May involve turnover: Sometimes the only way to change a culture is to change key people. Makes decisions on succession crucial: If promotion processes are not changed to be compatible with the new practices, the old culture will reassert itself. Characteristics of the 21st Century Enterprise: Dec 31, Steve Stegman rated it liked it Recommends it for: People who must lead their group through change.

In today's modern global economy, change has become an ever present reality of life. John Kotter, in his book Leading Change, cites globalization as a major force in driving change Kotter, , p.

Book Review: Leading Change

Kotter takes the traditional differentiation of management versus leadership. Kotter has carefully chosen his title as Leading Change rather than managing change to provide a statement that leadership rather than management alone is needed to guide organizations through times of great change. Kot In today's modern global economy, change has become an ever present reality of life. Kotter proposes that 8 stages of change are necessary to successfully implement and anchor change in an organization.

It must be noted that Mr. Kotter's book has no references and is based on his personal experience and observations as professor at Harvard rather than academic research and findings. Most certainly Mr. Kotter's book is a commercial success, having sold millions of copies and impacted millions more people. Additionally, Mr. Kotter has credibility based upon his interaction with the leaders of American corporations and his tenure at one of the premiere business schools in the United States.

In fact Mr. Kotter has reached celebrity status in the leadership book market. Leading Change continues to be an often referenced tome of truth in management, business and technical journals.

Yet it remains unclear if his concepts are supported by leadership and organizational behavior theory and research. The purpose of this paper is to provide a critical analysis Mr. Kotter's 8 stages of leading change in the context of organizational behavior and leadership theory.

Establishing a Sense of Urgency Of interest in this first stage is the lack of discussion concerning when change is needed. The reader may be left with the assumption that fundamental change and thus urgency are always needed in all organizations at all times.

This interpretation of Mr. Kotter's first stage comes with risk, especially to the new leader eager to take control and execute change. Change to address an urgent situation such as a shift in global market share is certainly valid. However, change for the sake of change is generally bad. John Luke, chairman and chief executive officer of MeadWestvaco, addresses this common penchant for change in some organizations. Luke states: In a world where the mantra of change often for change's sake is increasingly commonplace, it is imperative for all aspiring leaders to determine answers to the critical questions of, What change?

Change for the sake of change is the abdication of leadership. Luke, Kotter's stage of urgency must also be analyzed in terms of ethical considerations. Kotter espouses increasing the sense of urgency through the use of "bold or even risky actions". He recommends creating a crisis by allowing a financial loss or setting goals that "cannot be attained by business as usual". Depending upon how these statements are interpreted and executed, these guidelines have the potential to negatively affect the workforce and breach the ethical standards of utilitarian outcomes and respecting the rights of all affected parties.

Artificially created or preventable financial crisis have a significant potential for a breakdown in trust between a leader and a workforce. Without trust, influence becomes extremely difficult. Kotter introduces his book with 8 errors in leading change. Error number 5 is "permitting obstacles to block the new vision". Once again, perception and interpretation of the reader becomes very important; especially in absence of detailed analysis, research or references. Obstacles could be perceived as people and organizations that must be removed.

Leading Change, With a New Preface by the Author

While this may be a fair interpretation for a given situation, Mr. For anyone involved in business or with dealing with people in general, it is highly recommended that you find this book at your local book store and read it over a quiet Sunday afternoon.

It is a book that I can foresee myself referring to in the future on a constant basis. Kotter introduced an 8-step change model for helping managers deal with transformational change. I wholeheartedly recommend this book to anyone leading change who wants to motivate people and overcome obstacles to achieve great results.

It is proactive instead of reactive. You can often control your own destiny and that of your group.

See a Problem?

In this book, Kotter, a Harvard professor, provides an eight-stage process for leading change in your organization. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.

Leading Change is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in Harvard Business Review. Needed more today than at any time in the past, this bestselling business book serves as both visionary guide and practical toolkit on how to approach the difficult yet crucial work of leading change in any type of organization.

Reading this highly personal book is like spending a day with the world's foremost expert on business leadership. You're sure to walk away inspired--and armed with the tools you need to inspire others. Published by Harvard Business Review Press.

Other books in this series. Add to basket. Design of Business Roger L. The Ultimate Question 2. Understanding Michael Porter Joan Magretta. Uncommon Service Frances Frei. Being the Boss Linda A. Collaboration Morten Hansen. The Future of Management Gary Hamel. The Leadership Code Dave Ulrich. About John P. Kotter John P. Kotter is internationally regarded as the foremost authority on the topics of leadership and change.

His is the premier voice on how the best organizations achieve successful transformations. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School and is cofounder of Kotter International, a leadership organization that helps Global company leaders accelerate the implementation of their most critical strategies and lead change in a complex, fast-moving business environment.It's the rule. And two, a very interesting premise about leadership vs management, which was mentioned in several other books on the Level II reading list, speci In a more detailed and applicable way than the book Who Moved My Cheese different author , Kotter touches on how to face change, saying that individuals that want to succeed in organizations in this age must be ready for it and the fact that it will come faster.

For me, this is easy, since learning is my leading strength. More important is leading the change. John P. More from the book club.