Kotter

Kotter 1 – Sense of urgency

In the essay “Leading Change When Business is Good” the authors Hemp and Steward state how easy it is to convince employees of the need of changes when the company is malfunctioning and generating negative results. On the other hand, they consider very difficult to make workers realize the need for change when the company is successful and producing benefits, as the need for change is not as obvious as in the previous case. This coincides with the pitfall that Kotter describes of not underestimating the difficulty of driving people from their comfort zones.

The authors also explain that to achieve an effective policy change, you should not try to control and manage workers like if they were puppets. As nowadays more and more people are usually smart, most of them with college degrees and this method does not stimulate them. The most appropriate strategy is to establish values ​​for the company that can inspire them to become more effective and respond more quickly and creatively to technological change.

Regarding the chapter “Strategic Partnership” the author Haad agrees with Kotter ‘s first statement that we should follow a series of steps to manage technological change. Moreover, we should not rush and skip any of them, as this could lead to failure. Haad shows us a strategic planning process model with 6 steps to make the process of technological change be successful.

The author also notes that in addition to planning, partnership is very important facing a satisfactory technological change, because if each of the parties in a company make jointly decisions and innovation plans, their results will improve enormously.

I agree with Kotter’s first statement that managers underestimated the difficulty of getting people out of their comfort zone, especially when the company is yielding positive results. From my point of view, although the company is running well you have to be continuously researching for new technologies in order...