The Heart of Change: Real-Life Stories of How People Change Their Organizations (Anglais) Relié – 13 novembre 2012
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Les auteurs comparent succès et échecs et en déduisent des conseils "à faire" et "à ne pas faire". Les exemples abondent, tous aussi stimulants et convaincants. Ils soulignent tous que le plus grand des défis est de parvenir à changer les comportements.
Un véritable récit, qui met parfaitement en application le principe selon lequel une bonne histoire vaut mieux que la meilleure argumentation.
Le changement renferme à la fois son propre processus et le processus de la production de l'organisation et ses ressources humaines, qui représentent le coeur du changement.
un livre tres interessant pour tout manager ciblant le changement, l'innovation et la qualité de son organisation pour une performance meilleure et la perfection.
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However, I was told that the book focused this time more on the behavior changes of people that are needed to make change successful...and from experience, I knew that getting employees to really want to make a change makes all the difference to a successful change effort.
The book uses stories to describe how to educate and motivate others to accept change through the 8-step process. If you just look at the eight steps, they appear dry and built on well-worn cliches. Increase Urgency, Build the Guiding Team, Get the Vision Right, Communicate for Buy-In, Empower Action, Create Short-Term Wins, Don't Let Up, and Make Change Stick. Certainly, anyone that has led change can figure this out.
However, I found the stories to be very practical in describing the concept of See, Feel, Change that is needed by all employees to really embrace the change emotionally and not just logically. They have to want to change their own behaviors, not just for the project, but forever. The story I could relate to the most was "The Boss Goes to Switzerland". I have seen this happen numerous times for others and myself.
This book has practical content that can be referred to over and over again...I will use this book each time a new change initiative gets underway. Recommended for all business leaders.
It is interesting to see that at the end of the book, it is recommended that to introduce change, it is better not to attempt to change the Culture at the outset. ("A controversial but very important point. In a change effort, culture comes last, not first"). Such an attempt would be futile since culture evolves over a long period. It is the change in behavior through the eight-stage process that is key and cultural change would follow. Each of the eight stages - Increase urgency, build the guiding team, get the vision right, communicate for buy-in, empower action, create short-term wins, don't let up, make change stick- are equally important. There are several examples to reinforce the importance of each stage and also to demonstrate that the lack of attention to any one of these is a prescription for failure.
The "see, feel and change" approach appeals to the heart. Human beings as we are, our hearts will continue to be an indispensable part of our anatomy irrespective of the technological changes and economic compulsions. We would be better off as a society if our hearts guide our decisions and actions affecting human beings. Changes are sweeping across businesses at an increasing pace. This book gives us a winning option - Let us see, let us feel and let us change.
Whereas in Leading Change Kotter examines the eight steps people tend to follow to produce new ways of operating, in this volume he and Dan Cohen examine "the core problem people face in all of those steps, and how to successfully deal with the problem." And the central issue is never strategy, structure, culture, or systems. "All these elements, and others, are important. But the core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations mostly by speaking to people's feelings." (Those who do that effectively have what Daniel Goleman characterizes as "emotional intelligence.") Kotter and Cohen structure this book around the eight steps "because that is how people experience the process. There is a flow in a successful change effort, and the chapters follow that flow."
They duly acknowledge the importance of clear thinking to large-scale change when selecting a strategy, locating information and then determining what to do with it, selecting possibilities for short-term achievements (i.e. picking "low-hanging fruit"), and formulating periodic progress reports. That said, I agree with Kotter and Cohen that effective leaders are sensitive to the emotions that undermine change (e.g. false pride, pessimism, cynicism, insecurity, and fear of the unknown), and they find ways to reduce those feelings.
Effective leaders are also sensitive to the emotions that facilitate change (e.g. faith, trust, optimism, reality-based pride, enthusiasm), and they find ways to nourish and enhance those feelings. Most important of all, effective leaders master the "See-Feel-Change" approach: They help others to recognize a problem or a solution to a problem, then help them to visualize it as concretely as possible, anchored in human terms, so that they will be emotionally committed to the given change initiatives. Kotter and Cohen devote a separate chapter to each of the eight steps, explaining with a series of real-life stories how various people changed their organizations and how others can change theirs. John Kotter and Dan Cohen understand, of course, that change initiatives inevitably encounter resistance. However, they have demonstrated in their book that almost anyone can help give direction to, or energize, at least a part of one the eight steps. "We need more of these people, and there is no reason we cannot have more. We need more people doing what they already do, but better - and there is no reason why that also is not possible." I agree.
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