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The Heart of Change: Real-Life Stories of How People Change Their Organizations (1578512549)
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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 Editorial Descriptions are usually submitted by the manufacturers, publishers and authors. Contact us if you are one of them, and wish to change the above description. |
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Author: Guest
This book is Filled with real-life stories about why people fail or succeed and 8 step path to change failure to success. This is also inspiration book story of Nuking the executive floor and the body in the living room as well as box of 424 different pairs of gloves are really nice and eye openers.
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Author: Guest
real experiences for our daily life at work and looking to the future!
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Author: Guest
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.
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Author: Guest
I think the book is raising some good questions and is trying to address very important issues and problems in organizational behavior, but the quality of the content leaves plenty room for improvement. The stories and cases that illustrate the concepts of the book are mostly highly artificial and oversimplified, they are poorly written and could not be read with trust. The examples of the ideas that should help to turn the companies around often are on this level: a new screen saver was installed on every computer in the company as a surprise to the employees and it had a graphic image and a slogan "We will be #1 in the UK market by 2001!". Boom! After that, the company turned around and conquered UK market!
This is definitely well below the bar that Harvard Business School Press should have set for its publications.
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Author: Guest
If you've ever felt like you're not powerful enough to make needed changes in your organization, this book has a powerful message for you: Approach change in the right way and you'll make things happen.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.
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