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Business Management Book Store > Business Management books beginning with H
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The Heart of Change: Real-Life Stories of How People Change Their Organizations |
Author: John P. Kotter
Published: 2002-08-01 |
List price: $27.95
Our price: $18.45
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As of: November 20th, 2008 10:34:56 AM
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Customer comments on this selection.
 The Heart of The Heart of Change
Your heart allows you to thrive...right? So a book entitled "The Heart of Change" probably should show signs of life! And that it did! I felt that this book was very well written and offered some life-changing information! The real-life stories only encouraged the reader to pursue more and more of what we all want. And that is to FEEL in our HEART that what we are doing is WORTHWHILE and PURPOSEFUL! Page 11 and it's diagram of the concept of See-Feel-Change is terrific! Terrific, not only because it matched the content, but because it met the visual reader as well as the logical reader as well as the emotional reader. The script them backed up it's information with the 8 stages of successful large-scale change. This worked becuase we all know that you usually experience individual/personal change amidst a bigger/greater change! Page 78 and 79 with the story of "the body in the living room" was more than real and humbling, while the story on page 50 about the boat capsizing and the need for "trust" through a change was priceless!
I would recommend this book for those in the educational realm as well as the business world, and even those just pursuing change for their own personal life! As John Kotter said, if we see it and feel it, we will desire the change!
 Fantastic
A very well written book on how to lead change in your organization (or family) taking into account how others will react.
Change Management
This is a must read for any executive facing a large initiative requiring changing the way people do their jobs. Book provides application instead of theories found in most texts.
An examination of "the centrality of emotion" when leading change
This book was first published in 2002 and I recently re-read it, curious to know how well John Kotter's core concepts have held up since then. My conclusion? Very well indeed. The Heart of Change is in several respects a sequel to Kotter's previously published classic, Leading Change, in which he observes that "Over the past decade, I have watched more than a hundred companies try to remake themselves into significantly better competitors...Their efforts have gone under many banners: total quality management, reengineering, right-sizing, restructuring, cultural change, and turnaround. But in almost every case the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. A few of these corporate change efforts have been very successful. A few have been utter failures. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. The lessons that can be drawn are interesting and will probably be relevant to even more organizations in the increasingly competitive business environment of the coming decade."
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.") Kotter and Cohen structure this book around the eight steps "because that is how people experience the process. There is a flow in a successful change effort, and the chapters follow that flow."
They duly acknowledge the importance of clear thinking to large-scale change when selecting a strategy, locating information and then determining what to do with it, selecting possibilities for short-term achievements (i.e. picking "low-hanging fruit"), and formulating periodic progress reports. That said, I agree with Kotter and Cohen that effective leaders are sensitive to the emotions that undermine change (e.g. false pride, pessimism, cynicism, insecurity, and fear of the unknown), and they find ways to reduce those feelings.
Effective leaders are also sensitive to the emotions that facilitate change (e.g. faith, trust, optimism, reality-based pride, enthusiasm), and they find ways to nourish and enhance those feelings. Most important of all, effective leaders master the "See-Feel-Change" approach: They help others to recognize a problem or a solution to a problem, then help them to visualize it as concretely as possible, anchored in human terms, so that they will be emotionally committed to the given change initiatives. Kotter and Cohen devote a separate chapter to each of the eight steps, explaining with a series of real-life stories how various people changed their organizations and how others can change theirs. John Kotter and Dan Cohen understand, of course, that change initiatives inevitably encounter resistance. However, they have demonstrated in their book that almost anyone can help give direction to, or energize, at least a part of one the eight steps. "We need more of these people, and there is no reason we cannot have more. We need more people doing what they already do, but better - and there is no reason why that also is not possible." I agree.
Just in Time
I read[[ASIN:0875847471 Leading Change] Change by Kotter first. This follow on is a great compliment to the first book. By using examples of the eight-step process, the authors drive home those principles. My organization is in the midst of a large change process, and I am able to identify those who are the guiding coalition and raise my own visibility by aiding them. I am also able to give useful suggestions and identify the change blockers who endanger the process, and therby, the organization.
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