Large-scale change in an organization involves a process of experimentation and learning. It is impossible to anticipate all the possible problems or to prepare detailed plans for how to carry out all aspects of the change. In fact, contrary to common assumptions, the process of change in an organization is not always initiated by top management, and they may not even become involved until the process is well underway.

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Leading significant change is one of the most demanding of leadership tasks. In “Leading Change,” John Kotter presents an eight-stage model of planned change. The last Letter dealt with the first stage: establish a sense of urgency. This Letter examines the second stage of the model. 2. Create a Guiding Coalition.

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