A Comprehensive Discussion on the Similarities of Change as discussed in The Heart of Change and Organizational Behavior and Management

Introduction

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).

Discussion

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 t...

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...to make “change stick” it must become the core of the organization. The corporate culture structure must be supportive of the new ways of operating. Everyone must refuse to accept the victory as the new status quo. To make it stick, it must be engrained into new employees through orientations. Leaders must publicly recognize individuals who promoted and backed the initiative, as well as create plans to replace the leaders who spearheaded this effort so that their work is not lost as they move on.

Conclusion

Successful change requires a careful plan that builds a strong foundation that enables lasting change to occur. Although not listed in “The Heart of Change” I would argue patience as being the foundation of successfully implementing his Eight Steps. Hurrying up the process and having unrealistic expectations can derail your plans for change to happen.