Heart Of Change Analysis

Introduction

Change is one of the most basic and consistent basis of life, it is constant throughout every aspect of our lives. Even with its consistent nature and ever presence, it is our human nature to avoid and resist it. The Heart of Change, by John Kotter and David Cohen (2002), shows the processes by which all the negative atmosphere around change can be made to be positive and change can be effective. Kotter and Cohen focus on redirecting attitudes about change and minimizing the disruptions and aberrations caused by change. The pair lay out an eight step method of effectively creating organizational change. These steps run a great parallel to the text, Organizational Behavior and Management, by Ivancevich, Konopaske, and Matteson,
When change is needed within an organization, it driven by unanimous feelings among employees and staff and these feelings are driven by emotional drivers that convince people that change is absolutely needed. For example managers may look at a financial statement, with a very poor sales margin, which evokes feelings of disappointment, frustration, and a desire for more. No one likes those feelings and therefore decisions are made that may prevent those feelings. These decisions or changes are not made because the sales margin was 15 percent, but were instead made because of the emotions and feelings that 15 percent evoked. That number could have been 10 or 20 percent could have still evoked the same feelings, therefore the number itself did not cause the change. Just as Kotter and Cohen explain, the authors of the text Organizational Behavior and Management state that change is absolutely necessary, especially because of the ever developing business environment. Things such as globalization, technology, shifting demographics, new markets and more are emotional stimuli that evoke the need for change, and that change must be fast and people must be able to change and adapt to that change as fast as it happens. The authors feel that change is absolutely necessary in order to advance within a
The Authors of both readings clarify that a team is a well-developed group with a sense of cohesion which allows team members to rely on one another and work both independently and dependently. Kotter and Cohen add that a team must also develop a sense of trust, which is accomplished through the interdependence of the team. (Kotter & Cohen, p. 50, 2002). Once a cohesive team has formed, a vision must be developed. This vision sets the plan for the change strategy. The vision is what sets the first two steps in motion. The vision may be influenced by many different factors, but Kotter and Cohen lay out four possibilities, including budgets, plans, strategies, and visions. These are all features that may not necessarily be defined only by the team itself. The team must be able to delegate certain tasks to other groups in order to facilitate change. Kotter and Cohen explain that people outside the team may be critical in providing information and in creating the best process. (Kotter & Cohen, p. 68, 2002). The use of teams in the change process is the first area where Ivancevich, et al, stray from parallel to Kotter and Cohen. The text, here on in, approaches change a bit differently than in “The Heart of