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, by John P. Kotter

Get Free Ebook , by John P. Kotter

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Product details

File Size: 372 KB

Print Length: 213 pages

Publisher: Harvard Business Review Press; 1 edition (September 3, 2008)

Publication Date: September 3, 2008

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B004OC070I

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Yet another change management book of John Kotter. This time, the book zooms in on the first step of the 8-step Kotter change model. The style is much the same as the previous books, mildly academic, some examples, not a great amount of research, yet pretty well written. This books was shorter and I felt it was less insightful than the previous ones. Perhaps worthwhile if you are a Kotter fan, but if you are looking for a general change management book then better read his earlier work.The book sort-of consists of three parts. The first chapter introduces the well-known 8-step kotter change method: 1) create a sense of urgency, 2) form a guiding team, 3) create a compelling vision, 4) communicate, 5) empower the people to change, 6) celebrate short wins, 7) don't give up, 8) make the change stick. This part summarizes the method and shares the latest insights on it from Kotter. It then expands on the first step, which is the topic of the rest of the book.The second part has one chapter for each of the 4 tactics on how to create a sense of urgency. They are 1) bring the outside in, 2) behave with urgency every day, 3) find opportunities in crisis, 4) deal with the NoNos. To me, there was very little surprising content in this, it just summarized some practices. I didn't agree with all of them, especially the attitude of simply declaring a person a NoNo is not the most constructive way of managing change.The last part is about sustaining the urgency and the next steps. It is the typical action chapter of a management book.All in all, I found the book only mildly interesting. I find Kotter's change method a bit too ordered, structured and top-down. I've not ever experienced a true organizational change to go that way. Of course, it is only a model of what Kotter has seen in organization... but still... I'm not convinced that looking at change in that way is the best way to bring change. The new things in the book weren't particularly impressive and, as mentioned, the part about dealing with NoNos was highly disappointing. Yes, there are times you need to deal with people who obstruct change, but labeling them as obstructors is the least constructive thing I can imagine. All in all, an average book.

Critical to change management and change initiation is the need to both intellectually as well as emotionally inspire change in an organization. John Kotter captures the essence of that critical challenge in this easy to read and useful little management tome. In approximately 200 pages, Kotter takes the reader through both theory and practice (or strategy and tactics) on how and what to do to instill, promote and maintain a sense of urgency in an organization.Focusing on changing an organization's perspective outward, instilling and behaving with urgency at all times, finding opportunity in crisis and dealing with the negative nellies in any organization, Kotter takes the reader through a fairly well written and well organized set of approaches to combat complacency and instill urgency. His approaches range from light psychology to outright firing people, and after reading the book, you will be presented with a fairly large if not well discussed tool set for managing complacency and instilling urgency in an organization.If you are a manager, you need to at least be aware of the elements of psychology that Kotter discusses in the book - particularity being able to separate skeptics from naysayers and overcoming organizational inertia in our self and others. Worth the quick read.

John Kotter does an excellent job expounding on the most important and critical first component of initiating change: instilling a sense of true urgency in your actions and those around you. Building on his previous books, Our Iceberg is Melting, Leading Change, and The Heart of Change, Kotter distinguishes true urgency from its insidious opposite, complacency, and its evil twin, false urgency. With a clear-eyed resolve to acknowledge and address problems, initiate actions that call to people's hearts and minds (not their minds alone), and to address NoNos and other obstacles to change (and urgency killers), you can use Kotter's strategy and 4 tactics to instill a sense of urgency in your organization. A quick read that you can apply in your daily life immediately, it's a great book for those seeking to do more.

John Kotter is author of the now classic business book, Leading Change, published in 1996 and still a bestseller. In that previous book he suggested eight steps in leading change. The first of these was to develop a sense of urgency.As a follow-up Kotter has written A Sense of Urgency. In this 2008 book he clearly makes his point in the six page preface and the first three chapters that take up 61 of the 196 total pages of primary text. That is all you need to read to benefit from his VIP's [short for very important points].Here are some of the VIP's:*The single biggest error people make when they try to craft change is they do not "create a high enough sense of urgency among enough people to set the stage for making a challenging leap into some new direction." [viii]*Our biggest challenge is complacency. "We underestimate its power and its prevalence." [4]*Our second biggest challenge is a false sense of urgency. "A false sense of urgency is pervasive and insidious because people mistake activity for productivity." [9]*To increase a true sense of urgency, "create action that is exceptionally alert, externally oriented, relentlessly aimed at winning, making some progress each and every day, and constantly purging low value-added activities--all by always focusing on the heart and not just the mind. [60]To create a real sense of urgency I entreat you to go forward and do likewise. What is your first step to create a real sense of urgency in your congregation or other ministry setting?[...]

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