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Leading Change |  | Author: John P. Kotter
Publisher: Harvard Business Press
Category: Book
List Price: $27.95
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Rating:  95 reviews
Sales Rank: 994
Media: Hardcover
Edition: 1st
Pages: 187
Number Of Items: 1
Shipping Weight (lbs): 1
Dimensions (in): 9.3 x 6.4 x 0.9
ISBN: 0875847471
Dewey Decimal Number: 658.406
EAN: 9780875847474
ASIN: 0875847471
Publication Date: January 15, 1996
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Product Description
What will it take to bring your organization successfully into the twenty-first century? The world's foremost expert on business leadership distills twenty-five years of experience and wisdom based on lessons he has learned from scores of organizations and businesses to write this visionary guide. The result is a very personal book that is at once inspiring, clear-headed, and filled with important implications for the future.
The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used in the attempt to transform their companies into stronger competitors -- total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds -- routinely fall short, says Kotter, because they fail to alter behavior.
Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides the vicarious experience and positive role models for leaders to emulate. The book identifies an eight-step process that every company must go through to acheive its goal, and shows where and how people -- good people -- often derail.
Reading this highly personal book is like spending a day with John Kotter. It reveals what he has seen, heard, experienced, and concluded in many years of working with companies to create lasting transformation. The book is an inspirational yet practical resource for everyone who has a stake in orchestrating changes in their organization. In Leading Change we have unprecedented access to our generation's master of leadership.
Abbbout the Author:
John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School and is a frequent speaker at top management meetings around the world
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| Customer Reviews:
Showing reviews 1-5 of 95
 Good content if you can find it within the ego July 20, 2010
clicker (Service Central)
0 out of 1 found this review helpful
I found the book to be an easy read, with some solid concepts for driving top down change. My only criticism is that the book reads like a giant advertisement for Harvard or Mr.Kotter which at times comes across as condescending.
Hmmm... June 6, 2010
Mopar Seven (Grand Rapids, MI USA)
0 out of 1 found this review helpful
This is a great book if your leadership style involves beatings until morale improves. Really tired of pompous executives who think like this author. Funny thing is, if anything happened to them like they think should be done to other people they'd probably implode. Kotter has some parts right in the book in terms of getting the right people in the right jobs, but the method of doing so leaves something to be desired.
 An excellent roadmap for instituting change May 22, 2010
Douglas Wardle (Las Vegas)
One of the best books on organizational change. Not simply a discussion of the subject, but a concise set of recommendations on how to implement an organizational change management project.
Understanding Organizations That Resist Change May 18, 2010
Kristin J. Arnold (Scottsdale, AZ, USA)
In this book, John P. Kotter shares his view of change in more than a hundred companies. He maintains that there are eight common errors in leading change:
1. Allowing too much complacency among fellow managers and employees.
2. Failing to create a sufficiently powerful guiding coalition to overcome the firm's inertia.
3. Underestimating the power of vision to inspire large numbers of people.
4. Undercommunicating the vision by a factor of 10 (or 100 or even 1,000).
5. Permitting obstacles (such as the company's structure) to block the vision.
6. Failing to create short term wins that create momentum & widespread support.
7. Declaring victory too soon, before the original goals are completely met.
8. Neglecting to anchor changes firmly in the corporate culture.
These errors are not inevitable. With awareness and skill, they can be avoided. This book provides a framework to understanding why organizations resist needed change, what exactly is the multistage process that can overcome destructive inertia, and, most of all, how the leadership that is required to drive that process in a socially healthy way, means more than good management.
 Leading Change April 21, 2010
J. J. Donovan (Alexandria,VA)
Leading Change gives the reader the eight steps believed necessary toward creating change in an organization. From the steps given, they are plausible and realistic.
While the author gives the steps for change, the premise of the book is based on the fact that before you can create change you have to have a Vision that your organization subscribes too. Therefore, while you may want to create change in your organization, don't even bother that effort unless you have a specific Vision for what you want the organization to become.
My challenge with the book is the Vision concept. Working in the government space where I want to create change, it is unknown as to what Vision the organization should adhere too. I think if I were to apply this book to the campaign theme of President Obama which was "Change", this book would not help, since Vision is the key to the change.
"
The end of the book gives the reader a chapter on leadership. I believe a chapter should have been dedicated to Vision. After all, the author encourages those at the top to embrace the change, but yet left out the road map to get there with Vision.
If you have a vision, and want to instill it in your organization, Leading Change will offer you the steps to get there.
Showing reviews 1-5 of 95
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