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.
Malcolm Webber
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 [...]
Malcolm Webber
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.
Malcolm Webber
Leaders lead their constituents somewhere different from where they are already. Thus, the essence of leadership is change. Consequently, leaders must understand the change process and how change is achieved.
Malcolm Webber
In the last Leadership Letter, we introduced the important subject of change, detailing five specific reasons for resistance to change.
Malcolm Webber
The next Leadership Letters will deal with change. Leading change is one of the most difficult leadership responsibilities. It is also one of the most important. The world around us is constantly changing, and to be effective in it our organizations must change too. Organizations that do not change rapidly become irrelevant and impotent. [...]
Malcolm Webber