MDA Leadership Consulting Book Review 

Leading Change

Book Author:  John P. Kotter
MDA Reviewer:  Robert C. Barnett, Ph.D., L.P.

“The rate of changes is not going to slow down anytime soon.  If anything, competition in most industries will probably speed up even more in the next few decades.”

Distinguished author and Harvard Business School Professor John Kotter wrote this in his 1996 book Leading Change—and anyone reading this review can most likely attest to its truth.  For most senior leaders we know, effective change management is both a job requirement and a continuous challenge.

Kotter outlines a well-explained and easy to understand eight-stage change process that will help guide any change leader through the confusing and complex dynamics of organizational transformation.  And his model mirrors and expands the fundamental rhythm underlying organizational change that has been understood by successful change agents for more than 50 years:

• Create understanding and enthusiasm for the need for change. 
• Drive the actions that will change the organization. 
• Capitalize on the gains and embed them in the culture.

His book is referred to as an “action plan” for business leaders, and it lives up to its billing.  Kotter devotes a full chapter to each stage in his change process.  And in each, he includes an insightful explanation of problems and mistakes to avoid, a good rationale for the actions he prescribes, and practical advice for implementing each step. For example, in writing about “Establishing a Sense of Urgency” (his first stage), he discusses the problems caused by complacency, its sources, and provides nine practical suggestions about ways to raise the urgency level in a change process.

For those intrigued with his model, he has a companion book co-authored with Dan S. Cohen titled The Heart of Change.  This book provides a series of real-life stories about how leaders have changed their organizations.  Essentially, it is a compendium of testimony and “best practices” that reflect how Kotter’s model has been used successfully.

Is Kotter right?  Are eight stages too many?  Not enough?  Are they the correct ones?  I am familiar with several dozen change models.  I think most are “right” and some are “wrong” or not very useful; some have more steps, some fewer.  But since this book was published, I keep recommending it above others to managers and executives who want a comprehensive yet practical framework for conceptualizing and executing major organizational change initiatives.