Leading Change By John P. Kotter Summary

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Leading Change by John P. Kotter
Book review by Pat Naughtin Harvard-Professor John P. Kotter has been observing the process of change for 30 years. He believes that there are critical differences between change efforts that have been successful,
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• Use every possible means to communicate the new vision and strategies. • Teach new behaviors using the example of the guiding coalition team. 5 Empower others to act on the vision. • Get rid of obstacles to change. • Change systems or structures that seriously undermine the vision. • Encourage risk taking and nontraditional ideas, activities, and actions. 6 Plan for and creating short-term wins. • Plan for visible performance improvements. • Create those improvements. • Recognise and reward employees involved in the improvements. Under-communicating the vision. • Transformation is impossible unless hundreds or thousands of people are willing to help, often to the point of making short-term sacrifices. Not removing obstacles to the new vision. • Obstacles can be: the organizational structure, narrowly defined job categories, compensation or performance-appraisal systems, and, worst of all, bosses who refuse to change and make demands that are inconsistent with the overall change vision. Not systematically planning and creating short-term wins. • Planning and creating short-term wins is different from hoping for short-term wins. The former is active, the latter passive. • Actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions, or money. Declaring victory too soon. • Instead …show more content…
Specific helpful guidance and steps are offered at every point through the change process. A strong theme throughout Kotter's book, Leading Change, is the idea that leadership is a different thing to management. Kotter specifies what effective leadership — not management — looks like, and he argues: Successful change is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organizations today don't have much leadership. Finally, John P. Kotter writes: There are still more mistakes that people make, but these eight are the big ones. In reality, even successful change efforts are messy and full of surprises. But just as a relatively simple vision is needed to guide people through a major change, so a vision of the change process can reduce the error rate. And fewer errors can spell the difference between success and failure. I have observed many attempts at metrication in many organisations over many years and I believe that John P. Kotters' Leading Change provides a useful reference for metrication leaders to consider as they plan any metrication upgrade. If you would like to purchase Kotters' book there is a link to Amazon at the bottom of my web page at:

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