Based on the volume of unsuccessful attempts at organizational change, many leaders conclude such change is not possible without significant carnage. Nevertheless, given all the external forces driving organizations to be responsive and flexible, a process for constructive organizational change must be found. In his book “Leading Change,” John P. Kotter notes eight common errors in organizational change efforts. They are:
1. Allowing too much complacency
2. Failing to create a sufficiently powerful guiding coalition
3. Underestimating the power of vision
4. Undercommunicating the vision by a factor of 10 (or 100 or even 1,000)
5. Permitting obstacles to block the new vision
6. Failing to create short-term wins
7. Declaring victory too soon
8. Neglecting to anchor changes firmly in the corporate culture
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