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. 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. 'synopsis' may belong to another edition of this title. Published by Harvard Business Review Press.

Refreshingly clear and eminently practical, The Heart of Change is required reading for anyone facing change and looking to build their leadership skills. They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation. Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. With real-life stories of people in organizations, the authors show how teams and individuals get motivated and activated to overcome obstacles to change and produce spectacular results. The Heart of Change is the engaging and essential complement to John Kotter’s international bestseller Leading Change.īuilding off of Kotter’s revolutionary eight-step process, this book vividly illustrates how large-scale business change can work.

According to bestselling author and renowned leadership expert John Kotter and coauthor Dan Cohen, this focus on connecting with people’s emotions is what will spark the behavior change and actions that lead to success. The Heart of Change is your guide to helping people think and feel differently in order to meet your shared goals. Why is organizational change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization you need to change people’s behavior.

The heart of change by john p kotter