This is a very nice conversation between most influencial management thinker John P. Kotter and leader to leader about power of feeling in process of change.
Kindly link this wonderful interview of John P. Kotter, Harvard
Business School professor at leadertoleader.org.
L2L: Intellectually, then, people may realize the need for change, but still not do anything differently.
JK: Yes, because they don’t have the passion to break out of their habits. It’s tough to break habits. Ask smokers. The momentum from history — from how we’ve always done things — can end up making our future look like our history.Overcoming complacency is crucial at the start of any change process, and it often requires a little bit of surprise, something that grabs attention at more than an intellectual level.
You need to surprise people with something that disturbs their view that everything is perfect. Take one story we have in the book, the “Videotape of the Angry Customer.” (See sidebar) People who saw that video were caught off guard. Their mouths dropped open in surprise. Successful change leaders show people what the problems are and how to resolve the problems. They use things that people can see, hear, or touch. This may mean showing a video of an angry customer rather than a report of a customer survey. Change leaders make their points in ways that are as emotionally engaging and compelling as possible. They rely on vivid stories that are told and retold. You don’t have to spend a million dollars and six months to prepare for a change effort. You do have to make sure that you touch people emotionally.