Books: “Leading Change” by John P. Kotter — Aug. 20


Leading Change

Chapter 2, “Successful Change and the force That Drives It”

Needed change [in an organization] can still stall because of inwardly focused cultures, paralyzing bureaucracy, parochial politics, a low level of trust, lack of teamwork, arrogant attitudes, a lack of leadership in middle management, and the general human fear of the unknown (20).

The Eight-Stage Process of Creating Major Change (21)

1. Establishing a sense of urgency

2. Creating the guiding coalition

3. Developing a vision and strategy

4. Communicating the change vision

5. Empowering broad-based action

6. Generating short-term wins

7. Consolidating gains and producing more change

8. Anchoring new approaches in the culture

Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management (26).

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead (27).

With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over (27).

Sources of complacency are rarely attacked adequately because urgency is not an issue for people who have been asked all their lives merely to maintain the current system like a softly humming Swiss watch (29).

Transformation requires sacrifice, dedication, and creativity, none of which usually comes with coercion (30).

The solution to the change problem is not one larger-than-life individual who charms thousands into being obedient followers (30).