A number of previous posts have been dedicated to the examination of change (which in itself should underline its importance). You may have identified with one theory or school of thought over another, but consider the common thread among them.
Kotter underlines the need for vision and strategy along with communications and short-term wins, while Collins seems to rely on a culture of discipline as a way of eliminating many negatives and facilitating success. Upon closer examination, however, these differences have familiar roots. The common denominator is the human factor – our talents, abilities, and attitudes dictate the outcome of any undertaking.
It’s also important to stress that the successful completion of a change process starts with the right change leader. It’s the leader who selects and motivates his team, creates a compelling vision, and effectively removes barriers. An effective change leader knows how to deal with resistance and inspire enough people to create an unstoppable momentum. As skilled, influential, and charismatic as a leader can be, it’s not realistic to think that everyone will be on board actively participating in the change process. A good leader not only recognizes that, but is able to work around it. Change is a part of life (especially business life), and the sooner we learn to embrace it, the quicker we’ll be able to use it to our advantage.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
