Our Iceberg Is Melting
This charming story about a penguin colony in Antarctica illustrates key truths about how deal with the issue of change: handle the challenge well and you can prosper greatly; handle it poorly and you put yourself at risk. The penguins are living happily on their iceberg as they have done for many years. Then one curious penguin discovers a potentially devastating problem threatening their home – and pretty much no one listens to him. The characters in this fable are like people we recognise, even ourselves. Their story is one of resistance to change and heroic action, confusion and insight, seemingly intractable obstacles and the most clever tactics for dealing with those obstacles. It is a story that is occuring in different forms around us today – but the penguins handle change a great deal better than most of us. Based on John Kotter’s pioneering work on how to make smart change happen faster and better, the lessons you can learn from this short and easy-to-read book will serve you well in your job, in your family, and in your community. And these lessons are becoming ever more important as the world around us changes faster and faster.
In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm’s agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.
The Heart of Change
The Heart of Change is John Kotter’s follow-up to his enormously popular first book, Leading Change, in which he outlined a framework for implementing change that sidesteps many of the pitfalls common to organisations looking to turn themselves around. The essence of Kotter’s message is this: the reason so many change initiatives fail is because 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 organisations. And in just about each case, change happened because the players were lead 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 videotape interview of an unhappy customer; in another example, 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 organisations both big and small will find much to draw from. –Harry C Edwards