Leading Change

Kotter, J. P. (1996). Leading Change. Harvard Business School Press.

Type

Book

Intellectual base

Review or monograph

Year

1996

Link

https://www.hbsp.harvard.edu/product/4231-HBK-ENG

Cited from

chemistry_materials, computer_science, mathematics, organizational_management, physics

Cited by

6 citations across 6 artifacts.

Each citation links to the sentence it supports in the citing article.

Primes

• Activation Energy
  • Instead of asking "Why won't people adopt this?" (a question that invites blame or despair), activation energy asks "What is the minimum energy required?" and "How can we lower that barrier?"

    This sourceSUPPORTS the claim that Kotter operationalizes barrier removal and short-term wins in the eight-step change framework.

• Resistance to Change
  • Mature practice distinguishes urgency (crisis, existential threat to organization) from expedience (leadership preference for speed) and applies participatory even under time constraint through accelerated structured engagement rather than eliminating participation
• Side Effect
  • Ecology and environmental policy: introducing a species, damming a river, or applying a pesticide produces cascades far beyond the targeted change; the "unintended consequences" literature is largely about side effects under another name. Organizational change: a process change aimed at one team shifts behavior in others (gaming, attrition, eroded trust); change management is fundamentally about mapping side effects before deployment.

    This sourceFoundational change-management text treating organizational change as requiring anticipation of effects across stakeholders beyond the targeted unit.

• Signal Decay and Fadeout
  • Listed in the references but not attached to a specific claim.
• Transformation
  • Many transformations fail not because the rule is wrong but because the human, technical, or energetic cost of application exceeds available resources, a gap Kotter (1996) documents in his eight-stage model of organizational transformation, where most failures occur in execution rather than in conceptual design.
• Visioning
  • The participant-engagement breadth determining whose aspirations are surfaced and whose commitment is secured

Verification

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Links previously used in the corpus

Before the registry existed this work was also linked 1 other way.

• https://www.hbs.edu/faculty/Pages/item.aspx?num=137 ×1

Registry ID ref:98d543b05d78 · see in the full table