“Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there.”(Kotter)
In gaining perspective on the eight principles in Kotter’s Leading Change and the organizational theories that were introduced in our text the correlations and relationships between the two prove to be directly related.
Kotter developed a list of factors that he believes lead to successful changes, and those that lead tofailure. He has devised an 8 step method where the first four steps focus on de-freezing theorganization, the next three steps make the change happen, and the last step re-freezes theorganization with a new culture. When people need to make big changes significantly and effectively, he says that this goes best if the 8 steps happen in order. A strong theme throughout Kotter's book, Leading Change, is the idea that leadership is adifferent thing to management.
Successful change is 70 to 90 percent leadership and only 10 to 30 percent management.
Yet for historical reasons, many organizations today don't have much leadership.
There are still more mistakes that people make, but these eight are the big ones. In reality,
even successful change efforts are messy and full of surprises. But just as a relatively simple
vision is needed to guide people through a major change, so a vision of the change process
can reduce the error rate. And fewer errors can spell the difference between success and
failure. Kotter maintains that too many managers don’t realize transformation is a process, not an event. It advances through stages that build on each other. And it takes years. Pressured to accelerate the process, managers skip stages. But shortcuts never work. Equally troubling, even highly capable managers make critical mistakes—such as declaring victory too soon. Result? Loss of momentum, reversal of hard-won...