Kotters Leading Change Essay Example for Free

Kotters Leading Change Es govern fast one P. Kotter is an American educator and author. He earned a Bachelor of Science in electrical engine room and computer science in 1968 from Harvard University, a Master of Science from MIT in 1970, and a Doctor of line of do work Administration from the Harvard Business School in 1972. He joined the Harvard Business School in 1972 and is before long the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School. He is cofounder of Kotter International, a leadershiphip organization that helps Global 5000 company leaders accelerate the implementation of their permute strategies in a complex environment. He has authored octadeen books including twelve beat out sellers. This book was written in the mid-1990s when the leadership meta-discipline of switch was receiving significant attention both in academia and business.Summary of ConceptsThe primary thesis of Leading Change is that for organizations to be succes sful in a significantly changing environment they need to identify where and how top performers derail during the change handle, and they need to follow an 8-step process to manage significant change to achieve transformational results. The work begins by showing how the rate of change in the business environment is significant and increasing. This is due to several forces outside an organization including increased competition, globalization, technology improvements, and amicable trends. The author asserts that organizations have not operated well in this rapidly changing environment as umteen of their structures, systems, methods, and culture have been more of a drag on change rather than a facilitator of change. base on the authors experience, some of the common errors organizations make include allowing too much complacency, not adequately leveraging effective leadership and vision, not sustaining momentum, and not incorporating a culture of change. The work outlines the ei ght stages that significant change initiatives should proceed through to address these common errors. Stage 1 establishes a smack of urgency by providing more information to more people more often and encourages a willingness to propagate honestly with this feedback. Establishing the right sponsorship for change is Stage 2 and includes forming executive teams or bonds that be key decision-makers, influencers, and alternative owners. Stages 3 5 leverage leadership best practices (as comp ared to management practices) with an violence on developing a clear and compelling vision, clearly communicating that vision, and engaging employees throughout the organization through increased commission and responsible risk taking. Stages 6 7 maintain change momentum by delivering and celebrating short-term wins and by consolidating those wins into clear results. Stage 8 incorporates these change best practices into the corporate culture to facilitate on-going change. The work concludes with an emphasis on developing leaders through a culture of life-long learning and leadership development.Critical evaluationKotters purpose is to present a unimaginative approach for organizations to use to implement significant change programs. This approach intends to address the authors assumption that businesses have not performed well based on common errors such as complacency, unclear vision, lack of change momentum, and lack of a culture of change. The vividness of the 8-step change process is that it is easy to understand and implement. Another strength is that the differences between management practices and leadership practices are clearly delineated. It strongly emphasizes the point that successful change initiatives need to be leadership driven. The 8-step process outlines how to leverage these leadership practices. The work falls short in a number of areas. First, and through the authors own declaration, there is no attempt to cite other sources as evidence to bolst er his conclusions. The work is based on the authors experience and writings. There is no research presented that supports the efficacy of the 8-step change process. Second, the change process is presented sequentially making it an oversimplification. Although the author briefly acknowledges that many of the stages are concurrent, there is no advice on how to manage multiple, concurrent stages. Third, the work links the eight common errors to the eight change stages, scarcely the logic that links these is not always very compelling. For example, error 2, fail to create a head coalition is answered by Stage 2, create a guiding coalition. It would have been more persuasive to say that individuals have neither the time nor the expertise to absorb rapid significant change and that a coalition of sponsors could leverage their relative strengths. Finally, the work falls short in addressing organizational culture change. The author suggests in Stage 8 that the culture needs to be adapted . Although culture is defined and its benefits are extolled, there are no real insights or methods offered. Overall, the author does achieve the goal of laying out a practical and implementable change process for organizations to leverage in their change journeys. All business executives considering significant change programs should memorialise Leading Change.