Leading Change
About this book
Kotter's eight stage process for organisational change, drawn from studying transformations that stalled alongside ones that held. The stages run from establishing urgency and building a guiding coalition, through creating and communicating a vision and enabling people to act on it, to generating short term wins and anchoring the change in the culture. Each stage has a matching failure mode, so the book doubles as a diagnosis of where a change effort has become stuck. The argument that most efforts fail through declaring victory too early is the part practitioners return to. The 2012 edition adds a preface reflecting on what has changed since the original in 1996.
Description via Product Digest.
Topics
Related concepts
- Organisational change managementGetting people to work differently once the thing is built, which is where most of a project's value actually sits and is a separate discipline from controlling changes to the baseline.
- The Scrum Master and Organisational ChangeScrum moves three decisions away from management, which is why an adoption can look complete at the team level and fail above it, and why the Scrum Master accountability reaches further than its authority.