Change Management Perspectives
How to Make Change Fail: A Management View
From his research into over 100 companies (most but not all American), John Kotter (2007; 2012a) argues that transformational changes often fail because of the mistakes that are identified in table 10.2. Understanding what not to do, Kotter turns these mistakes into a positive model of successful transformation. That involves careful planning, working through these issues more or less in sequence, and not missing or rushing any of them—which takes time. However, given the rapid pace of contemporary change, many organizations perhaps try to take too many shortcuts, to put change in place quickly, and get it wrong as a result.
Although it may be an oversimplification to claim that successful change just means avoiding these mistakes, they should be avoided nevertheless. It is also important to recognize that there are many of these mistakes, and that in any particular setting, several of those factors may be combining to ensure that the change program fails. Success or failure can rarely be explained with reference to only a single factor.
What are the costs involved in avoiding these mistakes?Explain