LEADING CHANGE by John P. Kotter. Harvard Business School Press, 1996
INTRODUCTION --- The "change problem" and its solution

1) TRANSFORMING ORGANIZATIONS --- Why do organizations fail?

2) EIGHT ERRORS OF LEADERSHIP:

    [1] Allowing too much complacency:

    [2] Failing to create a sufficiently powerful guiding coalition

    [3] Underestimating the power of vision

    [4] Undercommunicating the vision by a factor of 10 (or 100 or even 1,000)

    [5] Permitting obstacles to block the new vision

    [6] Failing to create short-term wins

    [7] Declaring victory too soon

    [8] Neglecting to "anchor" changes firmly in the "organizational culture"

3) FIVE PREDICTABLE CONSEQUENCES:

    [1] New strategies are not implemented well

    [2] Acquisitions do not achieve expected synergies

    [3] Reengineering takes too long and costs too much

    [4] Downsizing does not get costs under control

    [5] Quality programs do not deliver hoped for results

With awareness and skill, the eight errors can be avoided or at least greatly mitigated. The key lies in understanding WHY organizations RESIST needed change.

What exactly is the "multistage process" that can overcome destructive inertia?

How does the "leadership" required to drive the change process in a socially healthy way differ from good "management?"

4) THE EIGHT STAGE PROCESS OF CONTROLLED CHANGE:

    [1] Establishing a sense of urgency

    [2] Creating the "guiding coalition"

    [3] Developing a vision and strategy

    [4] Communicating the"change vision"

    [5] Empowering employees for broad-based action

    [6] Generating "short-term wins"

    [7] Consolidating gains and producing more change

    [8] Anchoring new approaches in the "culture"

4) IMPLICATIONS FOR THE 21ST CENTURY

    [1] The organization of the future

    [2] Leadership and lifelong learning

      (1) The value of competitive capacity

      (2) Habits of the "lifelong learner"

      (3) 21st century careers

      (4) That necessary leap into the future

CONCLUSION =

    [1] Leaders who are attempting to grow, to become more comfortable with change, to develop leadership skills, are typically driven by a sense that they are doing what is right for themselves, their families, and their organizations.

    [2] That sense of purpose spurs them on and inspires them during rough periods. And those leaders who are at the top of organizations today --- who encourage others to leap into the future, who help them overcome natural fears, and who thus expand the leadership capacity in their organizations, provide a profoundly significant service for the entire human community!

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