Part One Leadership Strategies for Change
Part One Leadership Strategies for Change
From the textbook, On Change Management, read “Leading Change: Why Transformation Efforts Fail” then contemplate a professional situation you have experienced where an effort for organizational change failed. Briefly summarize the change effort then identify at least two of the eight reasons for failure you feel contributed to the failure in your example. What could have been done differently to make the change effort more successful? How would better communication have improved the outcome? Be sure your example pertains to organizational (not personal) change.
Leading Change
Why Transformation Efforts Fail. by John P. Kotter
OVER THE PAST DECADE, I have watched more than 100 companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in the United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnaround. But, in almost every case, the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment.
A few of these corporate change efforts have been very successful. A few have been utter failures. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. The lessons that can be drawn are interesting and will probably be relevant to even more organizations in the increasingly competitive business environment of the coming decade.
The most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result. A second very general lesson is that critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard-won gains. Perhaps because we have relatively little experience in renewing organizations, even very capable people often make at least one big error.
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Answer preview to part One Leadership Strategies for Change
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