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The Heart of Change: Real-Life Stories of How People Change Their Organizations (Englisch) Audio-CD – Audiobook, 22. Januar 2008


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Produktinformation

  • Audio CD
  • Verlag: Highroads Media; Auflage: Unabridged (22. Januar 2008)
  • Sprache: Englisch
  • ISBN-10: 1427202346
  • ISBN-13: 978-1427202345
  • Größe und/oder Gewicht: 14,4 x 2,1 x 13,6 cm
  • Durchschnittliche Kundenbewertung: 4.5 von 5 Sternen  Alle Rezensionen anzeigen (4 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 708.525 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

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The Heart of Change is the follow-up to John Kotter's enormously popular book Leading Change, in which he outlines a framework for implementing change that sidesteps many of the pitfalls common to organizations looking to turn themselves around. The essence of Kotter's message is this: the reason so many change initiatives fail is that they rely too much on "data gathering, analysis, report writing, and presentations" instead of a more creative approach aimed at grabbing the "feelings that motivate useful action." In The Heart of Change, Kotter, with the help of Dan Cohen, a partner at Deloitte Consulting, shows how his eight-step approach has worked at over 100 organizations. In just about every case, change happened because the players were led to "see" and "feel" the change. In one example, a sales representative underscores a sense of urgency to change a manufacturing process by showing a videotaped interview with an unhappy customer; in another, a purchasing manager makes his point to senior management about corporate waste by displaying on the company's boardroom table the 424 different kinds of gloves that the company had procured through different vendors at vastly different prices. Well written and loaded with real-life examples and practical advice, The Heart of Change towers over other change-management titles. Managers and employees at organizations both big and small will find much to draw from. Highly recommended. --Harry C. Edwards -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

Synopsis

John Kotter's international bestseller "Leading Change", struck a powerful chord with legions of managers everywhere. It acknowledged the cynicism, pain, and fear they faced in implementing large-scale change - but also armed them with an eight-step plan of action for leaping boldly forward in a turbulent world. Now, Kotter and coauthor Dan S. Cohen delve deeper into the subject of change to get to the heart of how change actually happens. Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people's behavior?Based on interviews within over 100 organizations in the midst of large-scale change, "The Heart of Change" delivers the simple yet provocative answer to this question, forever altering the way organizations and individuals approach change. While most companies believe change happens by making people think differently, Kotter and Cohen say the key lies in making them feel differently.

They introduce a new dynamic - "see-feel-change" - that fuels action by showing people potent reasons for change that spark their emotions. Organized around the revolutionary eight-step change process introduced in "Leading Change", this story-driven book shows how the best change leaders use not just reports or analysis, but gloves, video cameras, airplanes, office design, and other concrete elements to impel people toward positive action.The authors reveal how this appeal to the heart-over the mind - motivates people to overcome even daunting obstacles to change and produce breathtaking results. For individuals in every walk of life and companies in every stage of change, this compact, no-nonsense book captures the heart - and the how - of successful change. John P. Kotter, world-renowned expert on leadership at the Harvard Business School, is the author of many books, including the award-winning, best-selling" Leading Change". Dan S. Cohen is a Principal with Deloitte Consulting LLC. -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.


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6 von 6 Kunden fanden die folgende Rezension hilfreich Von Stephan Teuber, Loquenz Unternehmensberatung GmbH am 9. Dezember 2008
Format: Gebundene Ausgabe Verifizierter Kauf
Sechs Jahre nach dem wegweisenden 'Leading Change' schiebt John P. Kotter unter Mitarbeit von Dan S. Cohen das entsprechende Praxishandbuch hinterher: 'The Heart of Change: Real-Life stories how people change their organizations' beschreibt die erfolgreiche Durchführung von Veränderungsprozessen in Unternehmen an Hand seines achtstufigen Prozesses. Das Buch ist entsprechend diesen Stufen in einzelne Kapitel gegliedert.

Im Einzelnen:

1. Veränderungsdruck aufbauen
2. Führungskoalition aufbauen
3. Vision und Strategie des Wandels entwickeln
4. Vision des Wandels kommunizieren
5. Empowerment auf breiter Basis herstellen
6. Kurzfristige Ziele ins Auge fassen
7. Erfolge konsolidieren und weitere Veränderungen ableiten
8. Neue Ansätze in der Kultur verankern

Die acht Stufen werden in der Einleitung kurz abgehandelt, der Fokus dieses Buches liegt eindeutig auf ihrer praktischen Anwendung. Für diejenigen Leser, die aus Zeitgründen oder Gewohnheit die Einleitung überspringen, beginnt jedes Kapitel mit einer wirklich knappen Wiederholung der jeweiligen Stufe. Es folgen prägnante Fallbeispiele, die sich ausschließlich auf die wichtigen Aspekte der Stufe konzentrieren. Die Fallbeispiele übersteigen selten zwei Buchseiten und werden direkt im Anschluss vor dem theoretischen Hintergrund analysiert. Die Analyse ist ebenso knapp wie das Beispiel und lenkt die Aufmerksamkeit daher auf das, was Change Manager für einen erfolgreichen Veränderungsprozess beachten müssen. Beispiele und Theorie sind grafisch von einander abgetrennt, was dem Leser eine leichte Orientierung ermöglicht.

Veränderungsmanager, die Change gerade am eigenen Leib bzw.
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6 von 6 Kunden fanden die folgende Rezension hilfreich Von Rolf Dobelli am 17. Juni 2005
Format: Gebundene Ausgabe
By interviewing 400 individuals from 130 businesses to get their change sagas, authors John P. Kotter and Dan S. Cohen further anchor the fresh approach to organizational change that Kotter presented in 'Leading Change' (1996). Their main insight: organizations change when their people change. And, people change for emotional reasons. Some readers may think that the emphasis on feelings is "soft" or even "distracting," but the authors warn against relying on spreadsheets or reports to promote transformation. They insist that the best way to engage the emotions is not to "tell" but to "show" - in videos, displays or even office design. The visual sense, they point out, processes enormous amounts of complex information instantly. At the end of each chapter, the authors include useful, modestly titled, "Exercises That Might Help." With appreciation for that level of detail, we recommend this illuminating book. Kotter has presented his eight-step change model before, but this practical, compact work demonstrates - with plainspoken stories of real-life managers and companies - how it functions. Thus the form of the book - "showing" - exactly replicates its main point.
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Format: Gebundene Ausgabe Verifizierter Kauf
Auch wenn man schon einige Bücher über Change-Management gelesen hat, profitiert man von einer Vielzahl von Anregungen und Beispielen aus diesem Buch. Es ist herzerfrischend direkt und klar geschrieben und vermittelt geradezu "Lust auf Veränderung". Die in acht Schritte aufgegliederte "Prozessfolge" mag überstukturier und in vielen Fällen bzw. kleineren Veränderungsprojekten überzogen erscheinen. Sinnvoll und hilfreich - im Sinne einer "Maximalrezeptur" ist sie jedoch auf alle Fälle.

Insgesamt ist das Buch für alle am Thema Interessierte lesenswert. Als kleines Minus ist lediglich anzumerken, dass es für Europäische Adressaten vielleicht an manchen Stellen zu euphorisch und "verordnet optimistisch" wirkt - "very californian" eben.
Inhaltlich lohnt sich die Lektüre jedoch ganz sicher.
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2 von 23 Kunden fanden die folgende Rezension hilfreich Von "elisabethlindner2" am 1. September 2002
Format: Gebundene Ausgabe
Dieses Buch ist sehr interessant geschrieben aber ich denke das es für Leute Probleme geben könnte mit der Sprache die in Englisch noch nicht top sind! Da schon einige Wörter dabei sind, die nicht ohne sind!
Ansonsten ist es wirklich ein schönes Buch und ich würde sagen es hat eine Chance!
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Amazon.com: 91 Rezensionen
96 von 103 Kunden fanden die folgende Rezension hilfreich
Worth the time to read...then pass it on. 31. Juli 2002
Von Bruce V. Culver - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
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.
28 von 31 Kunden fanden die folgende Rezension hilfreich
Let us change 4. Dezember 2002
Von B.Sudhakar Shenoy - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
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.
14 von 16 Kunden fanden die folgende Rezension hilfreich
Best Change Management Book I've Read to Date 28. Februar 2006
Von Michael - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
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!
14 von 17 Kunden fanden die folgende Rezension hilfreich
Change Management - an Oxymoron? 4. Mai 2003
Von Dave Kinnear - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
In this book Kotter explains how people change less because they are given analysis and facts about why change is needed and more because we show them a truth that influences their feelings. This concept is not adopted by all those writing on change management. Yet it is a concept that does fit with my experience. Unless the facts, figures, and general information presented by those wanting to effect change is compelling enough to generate the feelings that change is a requirement, then change will not happen. Kotter puts it this way: See, Feel, Change. So the information and analysis must be geared toward the "seeing," and the "feeling" in order to prompt people to change. If we do not actively pursue the task of driving necessary change, change management becomes an oxymoron - change forced upon us becomes chaos and we do not manage the change, it manages us.
One of the things I enjoyed most about reading this book was the clear and logical layout with the interesting web-page navigation graphics. Also the case studies from "real life" gave practical examples of what successful change might look like in our companies. His eight steps to successful change are: 1. Increase Urgency, 2. Build the Guiding Team, 3. Get the Vision Right, 4. Communicate for Buy-In, 5. Empower Action, 6. Create Short-Term wins, 7. Don't let up, 8. Make Change Stick.
All of this helps in building a practice of Shaping the Corporate Culture, which is, of course, near and dear to our hearts at dbkAssociates. Many of the insights in this book will be of practical use to us and to our clients.
8 von 9 Kunden fanden die folgende Rezension hilfreich
An Exhaustive Expose on the Nature of Change 21. Juli 2002
Von J. M. Gorman - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
The authors' professed thesis is the following: "The core of [change] is always about changing the behavior of people." [Found in the book's Preface]
After reading this all-encompassing dissertation however, the seasoned scholar may glean a slightly different message. Perhaps the authors say it best in Chapter 8 when they proclaim that: "To use all of the ideas in this chapter, and to avoid the mistakes, it is essential to understand... In a change effort, culture comes last, not first."
In any event, the authors set forth a multitude of stories to support the crux of their argument. This tact falls in line with their firm belief in a "see-feel-change" process. It is clearly evident that they intended to "practice what they preached" in the book's overall design.
Readers who are thoroughly invested in the creation of change for their organization will probably find this book somewhat "eye-opening." The authors' use of stories is exceptional in their dissemination of an eight-step process. Some may also find this book a bit scholarly in its mission to thoroughly pound each point home.
It's probably fair to say that this book is meant to be either read in its entirety or not at all. Each of the eight steps build off of each other. Despite some seemingly lengthy segments however, the authors' larger message is worth taking in.
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