The Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management by Ivancevich, Konopaske, & Matteson
A Comparative Analysis of Business Models utilized in The Heart of Change by Cohen and Kotter, to Organizational and Behavioral Management by Ivancevich, Konopaske, & Matteson
What is change? Change is ironically one of the very few consistencies in life. Yet we regard change as an aberration or a brief disruption, in a paradoxically ever so changing world. It is not a mystery then that the sum of all stress can be attributed to change, e.g., changes at work, changes in finances, changes in the family structure, etc. In light of this, John Kotter and David Cohen (2002) have published a book The Heart of Change which illustrates a step by step a process to implement effective change in the work place that minimizes those disruptions or aberrations. In the following analysis this writer will compare the eight steps for successful large scale change in an organization outlined in the book, The Heart of Change, with those discussed in the scientifically validated text Organizational Behavior and Management, by Ivancevich, Konopaske, and Matteson, (2011). As The Heart of Change presents their method of organizational change in eight stages, the comparative text discusses the undertaking of change through the perspective of slightly different methods starting on page 528. Both books are typically synonymous regarding the concepts of change in an organization; this analysis will dissect these differences and similarities, and prove both are valid resources.
To begin, Katter and Cohen describe change as beginning with an appeal to our emotions. The forces that drive needed change in an organization are not those that are seen on a spreadsheet. The force behind the needed change is the unanimous feeling among company staff, invoked by those emotional stimuli that the change is indeed necessary. The author’s of Organizational Behavior and Management maintain that in the wake of globalization, new technologies, demographic shifts, emerging new markets, and new alliances, i.e., forces that evoke emotional stimuli; organizations must adapt and change fast to survive. That people in organizations now must change and adapt to advance their careers, to improve their productivity, and to carry out a variety of roles in organizations, with no time to spare, i.e., change is indeed necessary (Ivancevich, et al, pp. 514-515, 2008). By creating “Urgency”, the first step in effective change by Kotter and Kohen, explains that this energizes all employees towards a common goal, and lends a sense of camaraderie among them. The metaphor can be applied to large scale change in essence of pushing a large boulder up a very large mountain and colleagues must come together to accomplish this goal as a team. (Kotter & Cohen, p.15, 2002). Ivancevich, et al, clarifies it on page 522, stating that energizing employees at all levels of the hierarchy in the change process will ensure a high likelihood of success. This first step of creating a sense of urgency for change helps greatly in putting together the right group to guide change and essentially create the teamwork needed within the group to facilitate the change. Ivancevich et al., on the other hand describe these urgencies to not necessarily a sense created within the company to initiate change, but by a force imposed by internal or external forces. Internal forces can consist of employee or management inefficiency or inadequacy causing need for change; or external forces stemming from the need to continually adjust to economic or technological changes. The next step to respond to those urgencies is “Team Building.” As both books generally outline, this first begins with the formation of a group of people. A team is a group of people, but a group of people is not necessarily...