The heart of change: Real‐life stories of how people change their organizations

The heart of change: Real‐life stories of how people change their organizations • • • • uring the past two decades much has been written about personal and organizational change. Many writers acknowledge that emotional response is a key factor in the change process (Bridges, 1980, 1991; Conner, 1992; Duck, 1998). Using brief and powerful stories, The Heart of Change illustrates that connecting with people’s emotions is in fact the foundation of successful organizational change. The book builds on ideas Kotter introduced in previous publications about organizational transformation efforts (1996, 1998). In his analyses, Kotter found that people often struggled with large-scale change and typically had little experience with successful transformations. He also noted a pattern of eight steps associated with successful organizational change. The steps, which are the basis of The Heart of Change, are as follows: Step Step Step Step 1. 2. 3. 4. Increase Urgency Build the Guiding Team Get the Vision Right Communicate for Buy-In Step Step Step Step 5. 6. 7. 8. Empower Action Create Short-Term Wins Don’t Let Up Make Change Stick Working through the steps requires a significant amount of time, but attempts to shortcut or bypass steps will not work: “Skipping steps creates only the illusion of speed and never produces a http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Performance Improvement Wiley

The heart of change: Real‐life stories of how people change their organizations

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Publisher
Wiley
Copyright
Copyright © 2004 Wiley Subscription Services
ISSN
1090-8811
eISSN
1930-8272
DOI
10.1002/pfi.4140430712
Publisher site
See Article on Publisher Site

Abstract

• • • • uring the past two decades much has been written about personal and organizational change. Many writers acknowledge that emotional response is a key factor in the change process (Bridges, 1980, 1991; Conner, 1992; Duck, 1998). Using brief and powerful stories, The Heart of Change illustrates that connecting with people’s emotions is in fact the foundation of successful organizational change. The book builds on ideas Kotter introduced in previous publications about organizational transformation efforts (1996, 1998). In his analyses, Kotter found that people often struggled with large-scale change and typically had little experience with successful transformations. He also noted a pattern of eight steps associated with successful organizational change. The steps, which are the basis of The Heart of Change, are as follows: Step Step Step Step 1. 2. 3. 4. Increase Urgency Build the Guiding Team Get the Vision Right Communicate for Buy-In Step Step Step Step 5. 6. 7. 8. Empower Action Create Short-Term Wins Don’t Let Up Make Change Stick Working through the steps requires a significant amount of time, but attempts to shortcut or bypass steps will not work: “Skipping steps creates only the illusion of speed and never produces a

Journal

Performance ImprovementWiley

Published: Jan 1, 2004

References

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