THE HEART OF CHANGE BY

JOHN KOTTER
BOOK PRESENTATION BY GROUP 1

Group members:
Hirender Pannu H23078
Mriganka Manu H23090
Aman Kumar H23130
Shashi Shekhar H23109
Meet Vipul Doshi H23089
Prakhar Singh Pundhir H23159
Anirban Bhattacharya H23069
 Introduction

The book provides real-life examples and an eight-step model to successfully

implement organizational change. It emphasizes that change is driven more by
emotional and experiential engagement than by logical analysis alone. Key steps in
Kotter's change model include increasing urgency, building a guiding team, and
creating and communicating a vision, followed by enabling actions and creating
short-term wins. The book illustrates each step with stories of how companies
overcame resistance to change.
 The Role of Emotions in Change

See-Feel-Change vs. Analysis-Think-Change:

Traditional Approach (Analysis-Think-Change): Typically, organizations rely on data
analysis, reports, and logical arguments to explain the need for change. The
assumption is that if people understand the logical need for change, they will be
motivated to act.
The Role of Emotions in Change(contd.)

Kotter and Cohen’s Approach (See-Feel-Change): The authors argue that people are
more motivated by what they see and feel. Experiences, especially those that
visually or emotionally convey the need for change, are more effective at
transforming behavior than logical arguments alone.

Key Insight: Transformational change requires connecting with people on an

emotional level, using situations or events that make them see the need for change,
feel its importance, and then act accordingly.
The Eight-Step Change Model
Each step is illustrated with stories showing successful (and unsuccessful)
implementation of that phase. They are as follows:
1. Increase Urgency
Goal: Raise urgency so that people say, “We have to do something.”
Methods: Use powerful visual representations, storytelling, or direct engagement
with issues.
Real-Life Example: One company gathered hundreds of pairs of gloves used across
factories to showcase inefficiencies in procurement. Executives saw the waste
firsthand, which spurred urgency for a new purchasing process.
Challenges: Overcoming complacency, fear, and anger. Without urgency, change
feels unnecessary, and employees don’t take it seriously.
Outcome: Visual, concrete displays (like the glove story) shock people out of
complacency, encouraging them to question the status quo.
The Eight-Step Change Model(contd.)
2. Build the Guiding Team
Goal: Create a team with credibility, power, and skills to lead the change.
Characteristics of the Team: Members must possess diverse skills, represent
various areas, and be committed to the change.
Real-Life Example: An army officer created a sense of team among change leaders
by encouraging them to share stories, building trust and emotional commitment.
Challenges: Without a strong guiding team, change efforts may stall or lack focus.
Relying on task forces or committees with limited power often leads to failure.
Outcome: Effective guiding teams are aligned, motivated, and capable of pushing
change through challenging phases.
The Eight-Step Change Model(contd.)

3. Get the Vision Right

Goal: Develop a clear, inspiring vision that directs the change.
Characteristics: The vision should be simple, sensible, and easy to understand.
It should act as a compass, providing clear direction.
Real-Life Example: At an aircraft plant, the manager halted production
temporarily to draw attention to inefficiencies and quality issues, reinforcing
the need for a bold quality improvement vision.
Pitfalls: Complex plans or budgets do not inspire. Inadequate vision leads to
confusion and inconsistency.
Outcome: When a clear and motivating vision is established, it becomes easier
for people to understand and align with the change goals.
The Eight-Step Change Model(contd.)

4. Communicate for Buy-In

Goal: Make sure the vision and strategy are understood and accepted by all.
Methods: Use repetitive, sincere communication across various channels. Lead
by example to reinforce messages.
Real-Life Example: A company CEO removed luxurious executive perks,
signaling a commitment to cost-efficiency in an age of cutbacks. This tangible
action, beyond just words, won employee buy-in.
Challenges: Overloading people with too much information dilutes the
message; lack of transparency increases distrust.
Outcome: Genuine, repeated, and visible communication fosters trust and
builds support for the vision.
The Eight-Step Change Model(contd.)

5. Empower Action
Goal: Remove obstacles that prevent people from acting on the vision.
Obstacles: These can include restrictive policies, resistant managers,
insufficient information, or lack of resources.
Real-Life Example: In one case, a manager placed a resistant employee with a
customer who struggled with his products, prompting a personal
transformation when he saw the issues firsthand.
Challenge: When barriers aren’t addressed, frustration builds, and change
initiatives lose momentum.
Outcome: Removing barriers empowers employees to make meaningful
contributions toward the change effort.
The Eight-Step Change Model(contd.)

6. Create Short-Term Wins

Goal: Generate visible and meaningful early successes to build momentum.
Characteristics of Wins: Wins should be specific, unambiguous, and closely
aligned with the overall change goals.
Real-Life Example: A company’s task force reduced bureaucratic forms for a
state senator, winning his support and demonstrating progress in cutting red
tape.
Effect: Short-term wins validate the change effort, dispel cynicism, and
motivate continued support.
Outcome: Clear, celebrated successes provide proof that the change is
effective, encouraging further participation and commitment.
The Eight-Step Change Model(contd.)

7. Don’t Let Up
Goal: Sustain momentum by consolidating early wins and building upon them.
Methods: Tackle increasingly complex tasks to reinforce the change and
maintain urgency.
Real-Life Example: When top management’s behavior slowed down the change
process, a team created a humorous video spoofing the problem, which
energized leadership to address their own actions.
Challenge: Avoiding burnout, complacency, or premature celebration that
could halt momentum.
Outcome: Sustained momentum ensures the change isn’t temporary but
embedded into operations and culture.
The Eight-Step Change Model(contd.)

8. Make Change Stick

Goal: Embed new behaviors into the organization’s culture for lasting impact.
Approaches: Reinforce new behaviors through employee orientation,
promotion processes, and daily norms.
Real-Life Example: One company shared a customer’s positive testimonial to
remind employees of the value of their transformation, solidifying the change
within their values.
Challenge: Without cultural reinforcement, organizations risk reverting to old
habits.
Outcome: Consistent, reinforced behaviors solidify the change, making it
resilient to turnover and external pressures.
Key Themes

Emotion as a Driver of Change: People need more than logic; they need
emotional engagement to motivate deep behavioral shifts.
Storytelling and Visual Impact: Memorable stories and visuals engage
emotions and communicate the vision powerfully.
Leadership at Every Level: Leaders don’t need formal authority to inspire
change; even employees in minor roles can create compelling cases for change.
Small, Visible Actions Can Have Big Impacts: Small, strategic actions like visual
presentations (e.g., gloves on a table) can shift attitudes dramatically and build
support across the organization.
Practical Examples from the book:

Gloves on the Boardroom Table" (Increase Urgency)

Situation: A major company was facing significant inefficiencies in its
procurement process but struggled to generate urgency among top
leaders to address the problem.
Action: A summer intern collected samples of 424 different gloves used
across various factories, tagging each with its price and supplier. These
gloves were arranged on the boardroom table, allowing executives to see
the waste visually.
Outcome: Executives were shocked by the waste—identical gloves priced
at $3.22 and $10.55. This visual display made the issue tangible, increasing
urgency for procurement process reform, which eventually saved millions.
Practical Examples from the book(contd.):

The CEO Portrait Gallery" (Make Change Stick)

Situation: An organization that was trying to shift away from outdated values
still had portraits of past CEOs lining the lobby, inadvertently signaling
adherence to old ways.
Action: The organization replaced these traditional portraits with visual
reminders of the new company vision, values, and future goals.
Outcome: This symbolic act reinforced the cultural shift, helping employees to
focus on future goals rather than past traditions. It became a talking point and
a visible reinforcement of new cultural norms.
Strengths of the book:

Accessible and Relatable: Real-life stories make the abstract ideas of change
management concrete and relatable.
Holistic Approach: The eight-step model covers both strategic and human
aspects of change, offering comprehensive guidance.
Focus on Practicality: Emphasizes actionable steps rather than purely
theoretical approaches, making it usable for managers and leaders.
Criticisms of the book:

Lacks Detailed Data Analysis: The book’s emphasis on emotion and storytelling
might not appeal to leaders who prioritize data-driven decisions.
Too Linear for Complex Organizations: The step-by-step approach may not fully
capture the complexities of change in large, matrixed organizations where
steps might need to occur concurrently.
Limited Perspective on Failure: The book could have delved deeper into failed
change initiatives to provide a balanced perspective.
Conclusion

The Heart of Change presents a compelling case for prioritizing emotional

engagement in change initiatives. Through a structured yet flexible model, Kotter
and Cohen show that by appealing to emotions and creating visible, relatable
examples of why change is necessary, organizations can effectively transform their
cultures and operations. This book is particularly useful for leaders at any level
who are navigating change, as it emphasizes both the strategic and human aspects
necessary for successful transformation.