Themes Of The Heart Of Change
The Heart of Change, written by John P. Kotter and Dan S. Cohen, reflects upon change and its influence on organizations. Kotter and Cohen claim that change is the only constant. By focusing on change management through the behaviors of people, the authors claim that an eight step process to alter organizational changes is possible and can lead to successful outcomes. The author demonstrates the success of change management through real life scenarios that influenced and motivated change in that particular organization. John M Ivancevich’s Organization Behavior and Management focuses on behavior and management within work settings. The Heart of Change and Organization Behavior and Management correlate with one another by addressing how change is vital for any organization. The main themes of both books can be summarized by the following statement: “In order to make any transformation successful, you must change
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more than just the structure and operations of an organization, you need to change people’s behaviors” (Kotter Cohen).
Discussion
The eight step change management program that is promoted by The Heart of Change is outlined below.
Step 1: “Increasing Urgency”:
“Whether it being a large organization or a small one, a sense of urgency - sometimes developed by very creative means - gets people off the couch, out of the bunker and read to move” (Kotter Cohen, 3).
Ivancevich states that “urgency relates to time” (Ivancevich, 406). Even if the problem has low urgency in the present moment, overtime it can become an organization’s biggest issue. Managers should make decisions right away as to which problems needs immediate resolution. “The Video of the Angry Customer” is a short story in The Heart of Change. This short story addresses the need for urgency and the effectiveness of an increase in urgency by showing its employees a videotape of one of their angry yet important customer addressing his issues. The employee’s reaction was either thy were shocked or fearful, which a sense of urgency grew within them and addressed the need for change. Both authors can agree that a sense of urgency is an effective method that change is needed to occur and it must be done efficiently to have a successful organizational
impact.
Step 2: “Build the Guiding Team
Cohen states that “pulling together a guiding team with the credibility, skills, connections, reputations, and formal authority required to provide change leadership” (Kotter Cohen, 3). Having the right people that demonstrate teamwork in an effective and efficient way to handle specific tasks and changes within the organization is essential. Ivancevich mentions that group or teams are more than one individuals who come together to accomplish similar goals, who have the skills, knowledge and accountability to achieve organizational goals. Groups can be formal as well as informal and the end tasks are always similar which are based on performance, satisfaction and developed.
Step 3: “Get the Vision Right”,
The guiding team should create a “sensible, clear, simple, uplifting visions and sets of strategies” (Kotter Cohen, 4). Kotter mentions four elements that help direct actions: budgets, plans, strategies, and visions. All four are very different yet are closely tied together, such as a budget are the financial part of the plan, a plan is a process to implement the strategic goals, strategies are way to achieve the overall vision and vision is larger picture where all the plans and strategies will take you. Chapter 15 mentioned the importance of having leaders in an organization that can set forth goals and visions and inspire the team to get the job done for the purpose of the organizations success. One type of leaders is transformational leaders who motivate followers to work for goals instead of short term selfish ulterior motives, these leaders clarify a clear vison and aspire others to accomplish this vision. Having an effective leader that can set the vision and tone can achieve greatness through their employees.
Step 4: “Communicate for Buy-In: “The goal is to induce understanding, develop a gut level commitment, and liberate more energy from a critical mass of people”. To evoke faith in the vision and open the lines of communication influential leaders must “show people that addressed their anxiety accepts their anger that is credible in a very gut level sense” (Kotter Cohen,4). Using creative ways to address and communicate the vision is vital such as emails, webcasts, large group meetings etc. In chapter 3 of our book Ivancevich discusses communication effectively, “the managerial functions of planning organizing, leading, and controlling all involve communicative activity” (Ivancevich, 367). An essential part of communication is active listening, when you can relate as well as communicate and show them that you are understanding them can help leaders bring the change that is necessary. Both Kotter and Ivancevich agree that communication is the vital process that can make or break an organizations structure.
Step 5: “Empower Action”, this is the step that is key to implementing goals. Kotter states that empowerment is about removing barriers such as the “Boss” barriers; sometimes the biggest obstacle that’s in the way is someone who is higher in the hierarchy such as a manager or a supervisor etc. A subordinate can see the vision and want to help but due to the words and actions of a manager or someone higher up can shift everything into a negative direction. Kotter makes a point that evaluation and rewards can disempower when they are directly not correlated with the direction of needed change. But, our text mentions that reward can be a source of influence to get the job done, managers who do incorporate some sort of incentive can achieve its goals through employees, also our text mentions in chapter 13 the different types of power managers and non-managers can have to accomplish organization goals. Using your position of power in an effective way it can break barrier and reach its desired goals.
Step 6: “Create Short Term Wins”
When the change effort is successful, people create short-term wins this is to help sustain the long term goals of the organization. Short terms goals must be “visible, timely, unambiguous and meaning to others” (Kotter Cohen, 123). Short term wins are vital to keep the guiding teams and the organization engaged and not discouraged, this provided an evidence of the long term vision that’s in mind. Short term goals are to keep them motivated. In chapter 5 of Organizational Behavior and Management, it discussed a number of theories of motivation explained in work settings such as expectancy theory or equity theory (Ivancevich, 124). The concepts covered by chapter 5 go hand in hand with Cotters step six in sense where motivation is key to reaching short or long term goals.
Step 7: “Don’t Let Up”
If in the early stages you are successful in your short terms wins, becoming overly confident while the job is fully not done can cause a sagging urgency. Cohen states that “early in change effort, you generally take on some of the easier problems in order to establish a few wins and create momentum” (Kotter Cohen, 145). When this happens, managers need to invent a new high for the organization to keep the urgency and momentum up until the overall vision is reached. “Structure situations so that people can gain the power to take on the most intractable problem” (Kotter Cohen, 145). Power, in this case, means time; resources; and access. Kotter and Ivancevich mention that to keep urgency up and running through the decision making process, managers need to constantly engage in all areas to reach the goals and objectives as well as to influence can keep urgency up.
Step 8: “Making Change Stick” “Change is often held in place solely by guide team, a central player in such a team, compensation system, an organizational structure, initial enthusiasm over the results created by the changes, or even less (Kotter Cohen, 163). Keeping change constant is vital for any organization’s success. To successfully change an organization, efforts like promoting new employee orientations to show the new recruits what the organization cares about, putting people in influential and visible positions, retelling very vivid stories about the organization of how it succeeded, and tracking continued results and behaviors that helps the new culture grow are vital. Ivancevich brings up many concepts throughout the textbook to make change stick. To make change stick, organizations need to build a foundation within the organization. A foundation can consist of cultures, norms, policies. It can also consist of new endeavors like restructuring teams, implementing ideas, and motivating employee through rewards and incentives. In addition, understanding the behaviors of individuals and demonstrating emotional intelligence and how they can contribute to the vison, mission and goals of the organization are vital. I believe all these themes throughout the text can help in the longevity of an organization and how change and be effective and long term in the best way possible.
Conclusion
The Heart of Change by John P. Kotter and Dan S Cohen demonstrates change in an eight step process. It highlights the importance of change in a work setting and that change takes more than just changing the structure and operation of an organization. It is vital that the change occurs in employees’ behavior and mindset within the organization. The important message of this book is that “People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influence their feelings” (Kotter Cohen,1). The book gives quite a few relevant examples that there is an indirect correlation with change management. Our textbook Organizational Behaviors and Management have a plethora of information regarding behavior and management within the work environment. This book highlights the complexity of organization functions on how to dissect and understand people’s behaviors. Both texts stress the fact that motivation is key to leading and implementing successful change management and behavior within the organization. This is vital for the longevity of the organization as well has had the key talent needed to continue such changes.
more than just the structure and operations of an organization, you need to change people’s behaviors” (Kotter Cohen).
Discussion
The eight step change management program that is promoted by The Heart of Change is outlined below.
Step 1: “Increasing Urgency”:
“Whether it being a large organization or a small one, a sense of urgency - sometimes developed by very creative means - gets people off the couch, out of the bunker and read to move” (Kotter Cohen, 3).
Ivancevich states that “urgency relates to time” (Ivancevich, 406). Even if the problem has low urgency in the present moment, overtime it can become an organization’s biggest issue. Managers should make decisions right away as to which problems needs immediate resolution. “The Video of the Angry Customer” is a short story in The Heart of Change. This short story addresses the need for urgency and the effectiveness of an increase in urgency by showing its employees a videotape of one of their angry yet important customer addressing his issues. The employee’s reaction was either thy were shocked or fearful, which a sense of urgency grew within them and addressed the need for change. Both authors can agree that a sense of urgency is an effective method that change is needed to occur and it must be done efficiently to have a successful organizational
impact.
Step 2: “Build the Guiding Team
Cohen states that “pulling together a guiding team with the credibility, skills, connections, reputations, and formal authority required to provide change leadership” (Kotter Cohen, 3). Having the right people that demonstrate teamwork in an effective and efficient way to handle specific tasks and changes within the organization is essential. Ivancevich mentions that group or teams are more than one individuals who come together to accomplish similar goals, who have the skills, knowledge and accountability to achieve organizational goals. Groups can be formal as well as informal and the end tasks are always similar which are based on performance, satisfaction and developed.
Step 3: “Get the Vision Right”,
The guiding team should create a “sensible, clear, simple, uplifting visions and sets of strategies” (Kotter Cohen, 4). Kotter mentions four elements that help direct actions: budgets, plans, strategies, and visions. All four are very different yet are closely tied together, such as a budget are the financial part of the plan, a plan is a process to implement the strategic goals, strategies are way to achieve the overall vision and vision is larger picture where all the plans and strategies will take you. Chapter 15 mentioned the importance of having leaders in an organization that can set forth goals and visions and inspire the team to get the job done for the purpose of the organizations success. One type of leaders is transformational leaders who motivate followers to work for goals instead of short term selfish ulterior motives, these leaders clarify a clear vison and aspire others to accomplish this vision. Having an effective leader that can set the vision and tone can achieve greatness through their employees.
Step 4: “Communicate for Buy-In: “The goal is to induce understanding, develop a gut level commitment, and liberate more energy from a critical mass of people”. To evoke faith in the vision and open the lines of communication influential leaders must “show people that addressed their anxiety accepts their anger that is credible in a very gut level sense” (Kotter Cohen,4). Using creative ways to address and communicate the vision is vital such as emails, webcasts, large group meetings etc. In chapter 3 of our book Ivancevich discusses communication effectively, “the managerial functions of planning organizing, leading, and controlling all involve communicative activity” (Ivancevich, 367). An essential part of communication is active listening, when you can relate as well as communicate and show them that you are understanding them can help leaders bring the change that is necessary. Both Kotter and Ivancevich agree that communication is the vital process that can make or break an organizations structure.
Step 5: “Empower Action”, this is the step that is key to implementing goals. Kotter states that empowerment is about removing barriers such as the “Boss” barriers; sometimes the biggest obstacle that’s in the way is someone who is higher in the hierarchy such as a manager or a supervisor etc. A subordinate can see the vision and want to help but due to the words and actions of a manager or someone higher up can shift everything into a negative direction. Kotter makes a point that evaluation and rewards can disempower when they are directly not correlated with the direction of needed change. But, our text mentions that reward can be a source of influence to get the job done, managers who do incorporate some sort of incentive can achieve its goals through employees, also our text mentions in chapter 13 the different types of power managers and non-managers can have to accomplish organization goals. Using your position of power in an effective way it can break barrier and reach its desired goals.
Step 6: “Create Short Term Wins”
When the change effort is successful, people create short-term wins this is to help sustain the long term goals of the organization. Short terms goals must be “visible, timely, unambiguous and meaning to others” (Kotter Cohen, 123). Short term wins are vital to keep the guiding teams and the organization engaged and not discouraged, this provided an evidence of the long term vision that’s in mind. Short term goals are to keep them motivated. In chapter 5 of Organizational Behavior and Management, it discussed a number of theories of motivation explained in work settings such as expectancy theory or equity theory (Ivancevich, 124). The concepts covered by chapter 5 go hand in hand with Cotters step six in sense where motivation is key to reaching short or long term goals.
Step 7: “Don’t Let Up”
If in the early stages you are successful in your short terms wins, becoming overly confident while the job is fully not done can cause a sagging urgency. Cohen states that “early in change effort, you generally take on some of the easier problems in order to establish a few wins and create momentum” (Kotter Cohen, 145). When this happens, managers need to invent a new high for the organization to keep the urgency and momentum up until the overall vision is reached. “Structure situations so that people can gain the power to take on the most intractable problem” (Kotter Cohen, 145). Power, in this case, means time; resources; and access. Kotter and Ivancevich mention that to keep urgency up and running through the decision making process, managers need to constantly engage in all areas to reach the goals and objectives as well as to influence can keep urgency up.
Step 8: “Making Change Stick” “Change is often held in place solely by guide team, a central player in such a team, compensation system, an organizational structure, initial enthusiasm over the results created by the changes, or even less (Kotter Cohen, 163). Keeping change constant is vital for any organization’s success. To successfully change an organization, efforts like promoting new employee orientations to show the new recruits what the organization cares about, putting people in influential and visible positions, retelling very vivid stories about the organization of how it succeeded, and tracking continued results and behaviors that helps the new culture grow are vital. Ivancevich brings up many concepts throughout the textbook to make change stick. To make change stick, organizations need to build a foundation within the organization. A foundation can consist of cultures, norms, policies. It can also consist of new endeavors like restructuring teams, implementing ideas, and motivating employee through rewards and incentives. In addition, understanding the behaviors of individuals and demonstrating emotional intelligence and how they can contribute to the vison, mission and goals of the organization are vital. I believe all these themes throughout the text can help in the longevity of an organization and how change and be effective and long term in the best way possible.
Conclusion
The Heart of Change by John P. Kotter and Dan S Cohen demonstrates change in an eight step process. It highlights the importance of change in a work setting and that change takes more than just changing the structure and operation of an organization. It is vital that the change occurs in employees’ behavior and mindset within the organization. The important message of this book is that “People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influence their feelings” (Kotter Cohen,1). The book gives quite a few relevant examples that there is an indirect correlation with change management. Our textbook Organizational Behaviors and Management have a plethora of information regarding behavior and management within the work environment. This book highlights the complexity of organization functions on how to dissect and understand people’s behaviors. Both texts stress the fact that motivation is key to leading and implementing successful change management and behavior within the organization. This is vital for the longevity of the organization as well has had the key talent needed to continue such changes.