A famous Greek philosopher, Heraclitus, once said “Change is the only constant.” That can be said of business too. “Business as usual” is no longer the world of the eight to five workday, Monday through Friday with the safety net of cornering the market place in the selected region. As Thomas Friedman’s bestselling book “The World is Flat” states due to globalization and advances in technology, “the world is on a level playing field, where all competitors around the globe have equal opportunity to compete,” in a global market that historically and geographical has been impossible several decades ago (Ref #1). In light of this, the authors of “The Heart of Change”, John Kotter and David Cohen (2002) and “Organizational Behavior and Management” textbook by Ivancevich, Konopaske, and Matteson, (2011) authored respective books on implementing effective change in an organization. While each book offer’s similar insights on change through organizational behavior, there are slight differences. One author provides insight through the use of case studies and opinions while the other relies on academic work through theories, research, and supporting evidence. In the paragraphs to follow, there will be a careful comparison between Kotter’s Eight Step Change Model for implementing change powerfully and successfully as outlined in the book, “The Heart of Change” to the textbook “Organizational Behavior and Management”, by Ivancevich, Konopaske, and Matteson, (2011).
In a world of turbulence and fast moving players, companies must consistently act to change how they do business in order to stay ahead of the competition, or face the possibility of extinction. As Jack Welch said, “If the rate of change on the outside exceeds the rate of change on the inside, the end is near” (QUOTE). Executives and business leaders realize change is a must to maintain market share and capital. In the book “The Heart of Change” by Kotter, the author offers a radically different theory on how business must initiate change in their respective company; that is contrary to the natural instincts of business leaders and those described in the Organizational Behavior and Management textbook by Ivancevich, et al. Kotter argues that successful change is a “complex affair that happens in eight stages,” and must be meticulous in initiating a change (QUOTE). He argues, “good analysis rarely motivates people but it’s the real world examples that impact and influences their emotions” (Kotter, pg. 12). The eight stage flow states how effective change must take place in: Creating urgency, building a guiding coalition powerful enough to guide a company through change, developing a vision and strategies, effectively communicating the vision and urgency, empowering employees by confronting barriers and hindering change, creating ways to achieve “short-term wins” that create momentum, maintaining focus on the goal and keeping momentum going, and finally...