Never underestimating how much complacency, fear, and anger exists, even in good organizations.Looking constantly for cheap and easy ways to reduce complacency.Showing people valid and dramatic evidence from outside the organization that demonstrates that change is required.Showing others the need for change with a compelling object that they can actually see, touch, and feel.Increase Urgency – This step raises a feeling of urgency so that people say “Let’s go,” making a change effort well positioned. The following steps outlined are the Eight Steps of The Heart of Change Process.ġ. They don’t stop before the work is done, even if the road seems long. They may try much harder to make a good vision a reality. And lastly, Change, the new feelings or reinforce new behavior sometimes very different behavior. Anger, complacency, cynicism, or fear may go down. Feel, the visualization awaken feelings that facilitate useful change or ease feelings that are getting in the way. They then create dramatic, eye-catching compelling situations that help others visualize the problem or a solution to the problem. See, people find a problem in some stage of the change process – too many of their colleagues are behaving complacently, no one is developing a sensible strategy, too many are letting up before the strategy has been achieved. Stories presented reveal a core pattern associated with successful change. The chapters follow the flow chronologically in the manner that prior steps reinforce the others.

The book is structured around the eight steps because this is how people experience the process. Feeling then alter behavior sufficiently to overcome all the many barriers to sensible large scale change. In a highly successful change effort, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought. This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves as intelligent and smart. These elements are important but the core of the matter is always about changing the behavior of the people, and behavior changes in a highly successful situation mostly by speaking to people’s emotions. The main finding is that the fundamental issue is never strategy, structure, culture, or systems. The book digs into the core problem people face when leading change, and how to successfully deal with the challenges during the process.

John kotter the heart of change