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Significant change needs a number of powerful guiding teams who can actively champion the effort and take the necessary action when the effort encounters barriers. Without strong guiding teams, change initiatives seldom have the support, energy, speed, and sense of urgency needed to succeed. This chapter describes the critical elements required to create guiding teams that work and provides practical advice and assessment tools to help you through this process.
Any team that is going to make change happen has to be emotionally committed and trusting of each other. This chapter describes the characteristics of effective guiding teams and shows you how to assemble a team of the right people, with the appropriate skills, leadership capacity, organizational credibility, and the connections to handle organizational change.
Change Leadership: The Kotter Collection
Organizational change, by definition, cannot take place in a vacuum; communicating in a concise, candid, heart-felt manner is critical to the success of your change effort. This chapter describes key activities and tactics, and provides several assessment tools that will help you move individuals from total lack of awareness of the problem to understanding and committing to the vision.
In successful change efforts, the direction of change is widely communicated for both understanding and gut-level buy-in. This chapter guides you through this step in the change process, highlighting some of the reasons vision communication typically fails, and providing examples of what it looks like when organizations succeed at getting as many people as possible acting to make the change vision a reality.
Short-term wins that are timely, visible, and meaningful are critical to building the credibility needed to sustain the change effort over time. But delivering short-term results can be a challenge. This chapter provides exercises and assessment tools to help you overcome this challenge, outlining the steps you can take to maximize the benefits of short-term wins and bolster your change effort.
People are more likely to endorse change when they have short-term, achievable goals. Sufficient wins that are visible, timely, unambiguous, and meaningful to others, motivate people and hasten change.
The momentum created by short-term wins often propels the change effort forward, but it is essential to recognize the dangers that can follow short-term successes, and to realize that the change process can still fail to take root. This chapter provides practical advice and tools to help you tackle the change leader's challenge: to continue to convey drive and commitment to employees and managers in order to sustain action through full implementation of the change, and to monitor and measure progress on a consistent basis.
After short-term wins have been achieved, and momentum built, leaders must continue to maintain a sense of urgency about change and not declare victory prematurely. This chapter describes how some organizations have tackled the challenge of keeping energy and urgency up through wave after wave of change.
In highly successful change efforts, when people begin to understand and act on a change vision, you remove barriers in their paths. This chapter demonstrates how to remove common sources of employee disempowerment using examples from several organizations.
Once you've given employees a reason to change, you must provide them with the means to make change happen. The purpose of this step in the change process is to enable a broad base of people to take action by removing as many barriers to the implementation of the change vision as possible. This chapter provides practical advice and assessment tools for removing the barriers that block action and encouraging people to take risks and be innovative.
Is your organization ready for change? What are the key issues you will face in phase I, II, and III of John Kotter's eight-step change program? This chapter shows you why and how you should assess your organization's readiness for change. Practical advice and assessment tools are included.
A shared sense of urgency for change my push people into action, but it is the vision that steers them in the right direction. A good vision offers a compelling, motivating picture of the future and serves several important purposes. This chapter lays out the four key phases of developing a compelling vision, providing diagnostic tools and assessments to help you along the way.
Large-scale change can occur only when organizations have a clear, compelling vision of the future. This chapter guides you through the process of creating the right vision and strategies to guide action in all the remaining stages of change, providing several examples from real organizations.
People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings. This is especially the case in large-scale organizational change, where you're dealing with new technologies, mergers and acquisitions, restructurings, new strategies, cultural transformation, globalization and e-business. To understand why some organizations are leaping into the future more successfully than others, you need to understand the flow of effective large-scale change efforts.
In 1996, John P. Kotter's Leading Change became a runaway best seller, outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. Now, The Heart of Change Field Guide provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations. Written by Dan Cohen and with a foreword by John P. Kotter, the guide provides a practical framework for implementing each step in the change process, as well as a new three-phase approach to execution: creating a climate for change, engaging and enabling the whole organization, and implementing and sustaining change. Hands-on diagnostics--including a crucial "change readiness module"--reveal the dynamics that will help or hinder success at each phase of the change process. Both flexible and scaleable, the frameworks presented in this guide can be tailored for any size or type of change initiative. Filled with practical tools, checklists, and expert commentary, this must-have guide translates the most powerful approaches available for creating successful change into concrete, actionable steps for you and your organization. Dan Cohen is the co-author, with John P. Kotter, of The Heart of Change, and a principal with Deloitte Consulting, LLC.
Moving beyond the process of changeWhy 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.
To bring about significant change, an organization needs significantly more than the usual effort and commitment from its people. Creating a clear sense of urgency around the needed change is crucial to gaining cooperation and sustaining the momentum of change. This chapter provides a practical, hands-on guide to help you tackle the challenges of generating a shared sense of urgency. Worksheets and diagnostic tools are included.
In successful change efforts, the first step is making sure sufficient people act with sufficient urgency. Without enough urgency, large-scale change can become an exercise in pushing a gigantic boulder up a very tall mountain.
Change is a crucial challenge for organizations in the twenty-first century, and the pace, amount, and complexity of change are increasing with no sign of letting up. This chapter outlines the eight-step process for leading successful change originally introduced by John Kotter in his book, "Leading Change," and further developed by Kotter and co-author Dan Cohen in "The Heart of Change."
Keeping change in place requires the creation of a new, supportive, and sufficiently strong organizational culture. A supportive culture provides roots for the new ways of operating. This chapter describes how to use the power of culture to help make a transformation stick.
If your organizational transformation is not properly supported and reinforced by a vital organizational culture, the effort needed to maintain the desired outcome will continue to seem like extra effort, and will become too difficult to sustain. In order to achieve lasting integration of the change, leaders must model the new behavior themselves, and reward and recognize others who also demonstrate the new behavior. This chapter includes hands-on tools that will help you make change, and the new behavior it requires, stick.
Learn how to lead organizational change with this Harvard Business Review digital collection. 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. The Heart of Change Field Guide provides leaders and managers with tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
In story after story of highly successful change methods, you find a pattern that is closer to the heart than to strategy. People are sensitive to the emotions that undermine change, and they find ways to reduce it. People are sensitive to the emotions that facilitate change, and they find ways to enhance those feelings. This is true throughout all eight stages of the change process.
HBR Case Study
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