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We are always creating new tools and techniques to help people, but the fundamental framework is remarkably resilient, which means it must have something to do with the nature of organizations or human nature.
John P. Kotter
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John P. Kotter
Age: 77
Born: 1947
Born: February 25
Economist
Educator
University Teacher
San Diego
California
John Paul Kotter
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Techniques
Something
Help
Framework
Always
Means
Organizations
People
Helping
Fundamental
Nature
Fundamentals
Human
Technique
Humans
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Organization
Resilient
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A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent.
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Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
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Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change.
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Great leadership does not mean running away from reality. Sometimes the hard truths might just demoralize the company, but at other times sharing difficulties can inspire people to take action that will make the situation better.
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The heart of change is in the emotions.
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In an ever changing world, you never learn it all, even if you keep growing into your 90s.
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Tradition is a very powerful force.
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Good communication is not just data transfer. You need to show people something that addresses their anxieties, that accepts their anger, that is credible in a very gut-level sense, and that evokes faith in the vision.
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We see, we feel, we change.
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If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.
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Complacency is almost always the product of success or perceived success
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Never underestimate the power of a good story.
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People change what they do less because they are given an analysis that shifts their thinking than because they are shown a truth that influences their feelings.
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