Choosing Strategies for Change

Kotter, John P.; Schlesinger, Leonard A.

doi:10.1007/978-1-349-20317-8_21

Cited by 771 publications

(1,001 citation statements)

References 6 publications

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“…The importance of effective leadership has long been recognized in distinguishing successful from less successful organizations (Yukl, 1994); in managing change and overcoming resistance (Kotter, 1995;Kotter & Schlesinger, 2008); and continues to be highlighted as a key variable in current studies of enterprise transformation (Rouse, 2011). This defining characteristic therefore emphasizes the important role of leadership in promoting a holistic enterprise perspective as a means of establishing coherence among a number of interdependent parties engaged in enterprise functioning and transformation.…”

Section: A Boundary Defining Lensmentioning

confidence: 99%

Enterprise Transformation: Why Are We Interested, What Is It, and What Are the Challenges?

Purchase¹,

Parry

Valerdi

et al. 2011

Journal of Enterprise Transformation

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Section: A Boundary Defining Lensmentioning

confidence: 99%

Enterprise Transformation: Why Are We Interested, What Is It, and What Are the Challenges?

Purchase¹,

Parry

Valerdi

et al. 2011

Journal of Enterprise Transformation

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“…However, keeping resistance to a minimum was crucial and the action research strategy allowed the team to follow the advice of Kotter and Schlesinger (1979) and use strategies such as education and communication, participation and involvement, facilitation and support, and negotiation and agreement. These are amongst the more timeconsuming approaches and explain why an idea first put forward in 1998 did not get underway until late 2000.…”

Section: Discussionmentioning

confidence: 99%

The management of change in aCommunity Mental Health Team

Mander¹,

Gomes²

2002

Aust. Health Review

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Assertive Community Treatment (ACT) is the most widely studied and well supported evidence based community management model for persons with severe mental illness (SMI) The original aim of having all 3 sector teams of the Inner City Mental Health Service (ICMHS) involved did not eventuate due to internal organisational issues and only one team undertook to implement the ACT approach. Community careThis project concerned change management and addressing service delivery systems and quality within the ICMHS at Royal Perth Hospital serving an inner city population of approximately 45,000 people. It involved the community unit that consisted of three teams (East, West and Central). The teams were multidisciplinary: each contained psychiatrists, registrars, psychologists, social workers and case managers. The teams were part of an integrated generic service having access to their own inpatient facilities and specialised day programmes for cognitive therapy, living skills and personality problems.

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“…Poor communication can lead to negative perceptions of the change process, as discussed by Kotter and Schlesinger 11,12 and Hultman. 13 Introducing a change initiative results in consternation amongst employees due it its possible impacts on procedures, resource allocation and future exchanges.…”

Section: Literature Reviewmentioning

confidence: 99%