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The Heart of Change: Real-Life Stories of How People Change Their Organizations (Anglais) Relié – 13 novembre 2012

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Book by Kotter John P Cohen Dan S

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Format: Relié
Auteur du best-seller "Leading Change", John Kotter, accompagné de Dan Cohen, expose dans cet ouvrage la façon dont des entreprises ont mis en pratique son modèle de changement, destiné à en éviter les principaux pièges. Son propos : de nombreuses initiatives de changement échouent parce que les efforts se concentrent sur la recherche d’informations, l’analyse et la présentation de conclusions. Au contraire, ce sont les sentiments qu’il faut chercher à toucher afin de motiver l’action et l’initiative individuelle. Le schéma "analyser-réfléchir-changer" ne fonctionne pas. C’est le modèle "voir-ressentir-changer" qu’il faut actionner.

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.
Remarque sur ce commentaire 2 personnes ont trouvé cela utile. Avez-vous trouvé ce commentaire utile ? Oui Non Commentaire en cours d'envoi...
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Format: Relié
A partir des exemples des organisations complexes, Kotter et Cohen sont arrivés à offrir aux lecteurs des processus pour manager, assurer et instaurer le changement.
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.
Remarque sur ce commentaire 4 personnes ont trouvé cela utile. Avez-vous trouvé ce commentaire utile ? Oui Non Commentaire en cours d'envoi...
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Commentaires client les plus utiles sur Amazon.com (beta)

Amazon.com: 4.4 étoiles sur 5 114 commentaires
104 internautes sur 112 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Worth the time to read...then pass it on. 31 juillet 2002
Par Bruce V. Culver - Publié sur Amazon.com
Format: Relié
I will admit to being skeptical when I was first introduced to this book. I had not read the original book, "Leading Change" by John Kotter for the same reason that I was reluctant this time...books that focus on change mangement are generally too dry and formula driven. This book was also driven upon the 8-step process highlighted in the first book.
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.
33 internautes sur 36 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Let us change 4 décembre 2002
Par B.Sudhakar Shenoy - Publié sur Amazon.com
Format: Relié
This book is the distilled summary of 400 detailed interviews from over 130 companies on the topic of managing change. The common thread across success stories is 1. Change is best done in big leaps than in gradual increments. 2. Change is an EIGHT-STAGE process. 3. The vital challenge at each stage is to bring about change in behavior - not strategy, systems or culture. 4. The "see, feel and change" approach is sustaining than the "analyze, think and change" approach since it influences feelings. The book goes on to explain each of the "eight stages" in detail with relevant case studies or stories narrated in first person. At the end of each chapter there is a small exercise that is recommended done with a team. There is also a crisp summary of what works, what does not work and stories to remember.
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.
16 internautes sur 19 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Best Change Management Book I've Read to Date 28 février 2006
Par Michael - Publié sur Amazon.com
Format: Relié Achat vérifié
I'm now in a "Change Management" role with my work, and decided to read some texts on the subject to further my understanding of the topic. Of those books that I've read, this one has clearly been the most helpful. Kotter articulates the steps of change in a way that connected with me, and made it real with a number of relevant examples. It's not onerous to read (<200 pages) but equally isn't "lightweight." While I would never recommend reading only a single book on the topic, I would definitely recommend that this be one of the books you read!
6 internautes sur 6 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 An examination of "the centrality of emotion" when leading change 9 novembre 2007
Par Robert Morris - Publié sur Amazon.com
Format: Relié
This book was first published in 2002 and I recently re-read it, curious to know how well John Kotter's core concepts have held up since then. My conclusion? Very well indeed. The Heart of Change is in several respects a sequel to Kotter's previously published classic, Leading Change, in which he observes that "Over the past decade, I have watched more than a hundred companies try to remake themselves into significantly better competitors...Their efforts have gone under many banners: total quality management, reengineering, right-sizing, restructuring, cultural change, and turnaround. But in almost every case the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. A few of these corporate change efforts have been very successful. A few have been utter failures. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. The lessons that can be drawn are interesting and will probably be relevant to even more organizations in the increasingly competitive business environment of the coming decade."

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.
14 internautes sur 17 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 the John Kotter how-to-do-it change book with good stories 12 juillet 2002
Par Phil Harkins - Publié sur Amazon.com
Format: Relié
What I love about this book is how John Kotter identifies in clear-cut steps the learning from each of the chapters and how the chapters track John Kotter's acid-clear eight steps for leading change. The stories he uses as benchmarks are riveting and easy to read. I frequently get asked by my clients to advise them on how to work through change. This is the book that they need to read. It is much like the same style that Jim Collins uses in his new book, Good to Great. These are the two best books for managers this year--without question. You want to keep this book in a handy spot. I will not put it on my book shelf.
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