Leading Change

“To date, major change efforts have helped some organizations adapt significantly to shifting conditions, have improved the competitive standing of others, and have positioned a few for a far better future. But in too many situations the improvements have been disappointing and the carnage has been appalling, with wasted resources and burned-out, scared, or frustrated employees. To some degree, the downside of change is inevitable. Whenever human communities are forced to adjust to shifting conditions, pain is ever present. But a significant amount of the waste and anguish we’ve witnessed in the past decade is avoidable.”

This passage highlights the premise of the book, which ties directly into the theme of The Nature and Challenges of Change. Change can elevate an organization’s performance, but it can also be challenging. Kotter emphasizes that accomplishing change requires dedication. If an organization is willing and able to endure the difficulties of enacting change, it can reap the benefits of adapting and thriving in the modern world.

“These errors are not inevitable. With awareness and skill, they 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, and, most of all, how the leadership that is required to drive that process in a socially healthy way means more than good management.”

The eight errors Kotter lists are imposing, but he comforts the reader here by noting that these errors can largely be avoided or mitigated. Not all organizations need to face the full power of each error. Instead, proper preparation and motivation can make change easier. Success lies in understanding what change is, why it is hard to enact, and what an organization needs to do, broadly speaking, when implementing change.

“People often try to transform organizations by undertaking only steps 5, 6, and 7, especially if it appears that a single decision—to reorganize, make an acquisition, or lay people off—will produce most of the needed change. Or they race through steps without ever finishing the job. Or they fail to reinforce earlier stages as they move on, and as a result the sense of urgency dissipates or the guiding coalition breaks up. Truth is, when you neglect any of the warm-up, or defrosting, activities (steps 1 to 4), you rarely establish a solid enough base on which to proceed. And without the follow-through that takes place in step 8, you never get to the finish line and make the changes stick.”

Kotter clarifies that none of the eight stages for successfully enacting change are optional. Each stage serves to prepare the organization for the next stage; progressing through the stages in order will be key to enacting the change and then ensuring the change remains in place. There may be a temptation to skip one or more stages.