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The Heart of Change, by John Kotter, Dan Cohen
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John Kotter's international bestseller Leading Change struck a powerful chord with legions of managers everywhere. It acknowledged the cynicism, pain, and fear they faced in implementing large-scale change--but also armed them with an eight-step plan of action for leaping boldly forward in a turbulent world.
Now, Kotter and coauthor Dan S. Cohen delve deeper into the subject of change to get to the heart of how change actually happens.� Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors tackle the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people's behavior? Based on interviews within over 100 organizations in the midst of large-scale change, The Heart of Change delivers the simple yet provocative answer to this question, forever altering the way organizations and individuals approach change. While most companies believe change happens by making people think differently, Kotter and Cohen say the key lies in making them feel differently. They introduce a new dynamic--"see-feel-change"--that fuels action by showing people potent reasons for change that spark their emotions.
For individuals in every walk of life and companies in every stage of change, this audiobook captures the heart--and the how--of successful change.
- Sales Rank: #1912916 in Books
- Brand: Brand: Macmillan Audio
- Published on: 2008-02-19
- Released on: 2008-02-19
- Formats: Audiobook, CD, Unabridged
- Original language: English
- Number of items: 5
- Dimensions: 5.36" h x .81" w x 5.67" l, .34 pounds
- Running time: 19800 seconds
- Binding: Audio CD
- Used Book in Good Condition
Amazon.com Review
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
From Publishers Weekly
"Never underestimate the power of a good story," Kotter and Cohen testify in this highly readable sequel to Kotter's groundbreaking Leading Change. Practicing what they preach, they have culled, from hundreds of interviews conducted by Deloitte Consulting, the 34 most instructive and vivid accounts of companies undergoing large-scale change. With chapters organized by each of the eight stages of change Kotter identified in his 1996 bestseller, the authors deftly contrast success stories with fumbles, then utilize the compare-and-contrast format for lively "how-to/how-not-to" discussion. Throughout, they pepper their discussion with arresting (and quotable) aphorisms, such as "Dying will not help" and "Honesty always trumps propaganda," to ensure that readers remain on task, engaged and awake. Viewed in stages with concrete examples and convenient end-of-chapter summaries, the challenges and opportunities of the change process emerge in sharp relief. Kotter and Cohen demonstrate the critical difference that focus, faith, leadership, commitment and creativity make in winning employees' hearts, offering good stories that truly apply to each topic. "The single biggest challenge in the process is changing people's behavior," they insist, while providing convincing evidence (as well as examples of the effectiveness of videos and creative visual displays) that their method of "see-feel-change" will enable a company to overcome resistance lurking in its midst.
Copyright 2002 Cahners Business Information, Inc.
From Library Journal
Prolific author and change management expert Kotter (emeritus, Harvard Business Sch.) and consultant Cohen join forces in this timely update to Kotter's successful Leading Change (1996), which set the standard for books on the subject. This earlier work revealed why efforts at change so often end in failure and outlined the eight critical steps needed to turn things around. Having researched more than 100 organizations in the midst of major changes, Kotter and Cohen now reveal the core problems people face at each of these eight stages and provide straightforward solutions. Their main finding is that the central issue concerns not structure or systems but changing the behavior of people. An overview of how people see and meet change is followed by chapters on the steps to successful, large-scale change, including increasing urgency, building a guiding team, getting the vision right, communicating for buy-in, empowering action, creating short-term wins, and persistence. The inclusion of many firsthand, personal stories from people involved in change efforts makes this a useful book for any organization. Highly recommended for all academic libraries supporting business curricula. Dale Farris, Groves, TX
Copyright 2002 Cahners Business Information, Inc.
Most helpful customer reviews
3 of 3 people found the following review helpful.
Not a bad book, but there are better choices
By Emma Antunes
I read this at the same time as Switch: How to Change Things When Change Is Hard. Sadly, it suffers in comparison. On its own, "Heart of Change" is not a bad book. There are 8 steps to making successful change, with a main theme that people need to make an emotional connection in order for change to be successfule ("See -> Feel -> Change"). However, Kotter doesn't really connect the theme specifically to his 8 steps. That specificity is where "Switch" shines. Switch uses a similar theme - that you need to appeal both to the logical and emotional sides, and you need to make it easier for change to happen by changing the environment. The difference is that Switch focuses on BEHAVIOR. I think this is a significant part of any change effort. While Kotter talks about appealing to the emotional side, he's still strongly in the camp of business cases and bringing employees around. The Heaths have an approach that's more easily broken down and replicable. I had a few takeaways from this book - for example, that quick wins have to be both meaningful and visible - which is why I gave it 3 stars. Sadly, that's not enough to make this a "must have" for a business leadership library. Switch, on the other hand, is staying on my shelf.
1 of 1 people found the following review helpful.
Read it, pass it on, and start changing the right way.
By Richard
I did not read the original but read this for an Master's Organizational Change class. This book is amazing. Very well written with practical stories that reinforce the 8 step change process and why most change initiatives don't work. Service oriented change versus metric driven change is the real prize. If you have anything to do with change management this is a must read. For the price this book has trumped the $100 textbook on Organizational Change I also had to read. Read it, pass it on, and start changing the right way.
1 of 1 people found the following review helpful.
Dull, Dry Book with Poor Anecdotal Examples
By Trixie L
While I appreciate what Kotter is trying to do with this book - show how organizations can transform from dysfunctional and unproductive to fluid and dynamic - the book is just okay. Kotter intersperses his writing with anecdotes from CEOs in all different fields, and while these are powerful individuals, writing is not their forte, and their stories come across as jumbled and trite. There are true gems in this book - Kotter's organizational advice is practical and can be applied to a wide array of operations - but the book isn't as fluid as it could be with anecdotes interrupting and sending confusing messages that are difficult to interpret (the CEOs reference individuals by first name, condense stories so they aren't clear, etc.).
This book could really make a difference for many leaders and organizations, but I would only read a fraction of the CEO examples.
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