
In "The Heart of Change," Kotter reveals why 70% of transformations fail: emotions, not analysis, drive behavior. Embraced by global business leaders, this guide's real-life examples like "Gloves on the Boardroom Table" demonstrate how to make change stick when logic alone can't.
著者の声を通じて本を感じる
知識を魅力的で例が豊富な洞察に変換
キーアイデアを瞬時にキャプチャして素早く学習
楽しく魅力的な方法で本を楽しむ
Change isn't just about spreadsheets and strategic plans - it's about human emotions. This profound insight forms the foundation of John Kotter's revolutionary approach to organizational transformation. While most leaders believe change happens through analysis-think-change, successful transformations actually follow a see-feel-change pattern. When a manufacturing executive wanted to demonstrate purchasing inefficiencies, he didn't distribute spreadsheets. Instead, he collected every type of work glove the company purchased, tagged each with its price, and arranged them dramatically on the boardroom table. When executives saw identical gloves with prices ranging from $5 to $17, they were speechless. This visual demonstration created an undeniable emotional response that launched a change effort saving hundreds of millions. Our brains process sensory information through emotional centers before reaching analytical ones - when we see something compelling, it bypasses intellectual defenses and creates an emotional response that drives action. Without sufficient urgency, change initiatives become like pushing boulders uphill. Four emotional barriers commonly block progress: complacency from false pride, immobilization from fear, defiance driven by anger, and hesitation from pessimism. Traditional approaches focused on management approval and logical arguments often fail to overcome these emotional barriers. Consider Leonard Schaeffer's approach when complacency crept into his company after becoming industry leaders. Rather than letting "We're number one" attitudes undermine continued progress, he shifted the comparison from direct competitors to all healthcare investment opportunities. When employees saw their PE ratio was 12 while others achieved 50, it created renewed urgency based on external reality. Sometimes small symbolic actions speak louder than formal presentations - like when Ron Marshall removed shrine-like portraits of former CEOs from headquarters and replaced them with simple customer photos. This inexpensive change became the talk of the company, communicating a customer focus more effectively than any speech could have.
『The Heart of Change』の核心的なアイデアを分かりやすいポイントに分解し、革新的なチームがどのように創造、協力、成長するかを理解します。
『The Heart of Change』を素早い記憶のヒントに凝縮し、率直さ、チームワーク、創造的な回復力の主要原則を強調します。

鮮やかなストーリーテリングを通じて『The Heart of Change』を体験し、イノベーションのレッスンを記憶に残り、応用できる瞬間に変えます。
何でも質問し、声を選び、本当にあなたに響く洞察を一緒に作り出しましょう。

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