Sep 2000
Stress is directly related to change. Of course, not all stress is bad. Life without stress would be life without change, which would be life without growth, which would be life without life! Without at least some change and stress, we will go nowhere.
Aug 2000
People in an organization do not embrace change at the same time. According to Everett Rogers’ classic book, “Diffusion of Innovations,” people adopt “innovations” according to the various stages of a normal, bell-shaped curve (see chart).
Jul 2000
Even when a major change is clearly necessary and beneficial, it is stressful and painful for people. Change causes adjustment, discomfort, disruption and dislocation. A vital part of the process of implementing change involves motivating and supporting people. Continue Reading »
Jun 2000
This letter describes the final two stages of Kotter’s eight-stage model of planned change in “Leading Change.”
May 2000
In a broad sense, what leaders do is stage revolutions. They constantly challenge the status quo, and when they recognize new opportunities or see something that needs to be changed, they do something about it. Thus, good leadership requires the ability to master revolutionary change. Leaders must understand change. This letter describes the fifth and sixth stages of John Kotter’s eight-stage model of planned change presented in “Leading Change.”
Apr 2000
The fourth stage of the eight-stage model of planned change that John Kotter presents in “Leading Change” is:
Mar 2000
In “Leading Change,” John Kotter presents an eight-stage model of planned change. This Letter examines the third stage of the model.
Jan 2000
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.
Jan 2000
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.
Dec 1999
To successfully lead organizational change, leaders must understand how people react to change. They must also formulate an appropriate change strategy. This Letter will deal with both these issues.
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