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A Sense of Urgency Kindle Edition

4.4 4.4 out of 5 stars 492 ratings

Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.

Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.

Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises.

In this exciting new book, Kotter explains:

· How to go beyond "the business case" for change to overcome the fear and anger that can suppress urgency

· Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change

· How to keep fanning the flames of urgency even after your transformation effort has scored some early successes

Written in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.

Editorial Reviews

From Publishers Weekly

Author and international business consultant Kotter (Leading Change, Our Iceberg is Melting) returns with an engaging look at companies that need to overcome a lack of urgency-or a surfeit of complacency-with a proactive agenda. Kotter dissects well his seemingly simple premise, using his professional experiences to examine the inner workings of real companies. Kotter defines his terms with clear language and bullet lists, convincingly asserting that urgency "is not driven by a belief that... everything is a mess but, instead, that the world contains great opportunities and great hazards"; it is, in fact, "a compulsive determination to move, and win, now." Among suggested tactics: bring the outside world into overly insular work teams; make your deeds consistent with your words; view crises as potential opportunities; and disseminate data that "feels interesting, surprising, or dramatic," as opposed to "information so antiseptic that it flows in and out of short-term memory with great speed." Great examples illustrate real-life frustrations and successes, and a special section on dealing with the nay-sayers is full of practical ploys to overcome dissent and kill complacency.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist

*Starred Review* Change can strike fear in the hearts and minds of businesspeople, whether frontline employee or C-suite executive. Harvard Business School professor Kotter is the master of change, hammering home his eight principles straightforwardly (Leading Change, 1996) and via fable (Our Iceberg Is Melting, 2006). Now Kotter identifies the single biggest factor to successful change, which also happens to be his number-one principle: creating a true sense of urgency. In a way that will resonate with those charged with carrying out new corporate strategies or implementing transformation, he details one streamlined strategy—appeal to the head and the heart—with four supporting tactics: bring the outside reality in, behave with true urgency every day, selectively look for upside possibilities in crises, and effectively confront what he calls the no-no’s. Stories accompany all; unfortunately, a number are repeats from The Heart of Change (2002) and stripped of detail for confidentiality. Charts and chapter summaries help connect theory to the practical question: How do we move people to act? An easy, quick read that provides good elucidation of what makes change work. --Barbara Jacobs

Product details

  • ASIN ‏ : ‎ B004OC070I
  • Publisher ‏ : ‎ Harvard Business Review Press; 1st edition (September 3, 2008)
  • Publication date ‏ : ‎ September 3, 2008
  • Language ‏ : ‎ English
  • File size ‏ : ‎ 684 KB
  • Text-to-Speech ‏ : ‎ Enabled
  • Screen Reader ‏ : ‎ Supported
  • Enhanced typesetting ‏ : ‎ Enabled
  • X-Ray ‏ : ‎ Enabled
  • Word Wise ‏ : ‎ Enabled
  • Print length ‏ : ‎ 213 pages
  • Customer Reviews:
    4.4 4.4 out of 5 stars 492 ratings

About the author

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John P. Kotter
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Regarded by many as the authority on leadership and change, John P. Kotter is a New York Times best-selling author, award winning business and management thought leader, business entrepreneur, inspirational speaker and Harvard Professor. His ideas, books, speeches, and company, Kotter International, have helped mobilize people around the world to better lead organizations, and their own lives, in an era of increasingly rapid change.

Dr. Kotter’s MIT and Harvard education laid the foundation for his life-long passion for educating, motivating, and helping people. He became a member of the Harvard Business School faculty in 1972. By 1980, at the age of 33, Kotter was given tenure and a full Professorship – at the time, the youngest person ever to have received that award at the Business School. Over the past 40 years, his articles in The Harvard Business Review have been some of the most popular reprints for the publication. His HBR article "Accelerate!" won the 2012 McKinsey Award for the world's most practical and groundbreaking thinking in the business/management arena.

Kotter has authored 20 books to date - twelve of them bestsellers. His books have reached millions and have been printed in over 150 foreign language editions. Arguably his most popular book, Our Iceberg Is Melting, was released in 2006. This New York Times bestseller helped launch to a large audience the 8-step process for leading change. In 2014, Kotter published his book Accelerate, an evolution of his previous research on leading change. Accelerate highlights the iterative nature of the 8-step process, the importance of aligning people around a Big Opportunity, and how to create an organization that is both efficient and reliable, and fast and agile enough to respond to today’s challenges. Dr. Kotter is the Founder, Chairman and Head of Research at Kotter International, a consulting firm focused on helping organizations apply the concepts in his books in a practical and accessible way – helping them achieve unimaginable results, faster than they believe possible. Other widely read books include A Sense of Urgency, The Heart of Change and Leading Change, which Time magazine selected in 2011 as one of the 25 most influential business management books ever written.

Kotter's 21st book, Change: How Organizations Achieve Hard-to-Imagine Results Despite Uncertain and Volatile Times brings together more than 40 years of research and more than a decade of Kotter International’s practical application of this research with organizations around the globe. Change sheds new light on how to build organizations – from businesses to governments – that are able to change and adapt rapidly.

Kotter’s research and pursuits in education, business and writing have earned the respect of his peers, helped transform organizations around the world, touched countless lives, and still inspires others to adopt his methods and spread the word. He continues to work tirelessly to achieve the goal of “millions leading, billions benefiting.”

Professor Kotter is a proud father of two and resides in Sarasota, FL with his wife, Nancy Dearman.

Customer reviews

4.4 out of 5 stars
492 global ratings

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Customers say

Customers find the book easy to read and well-organized. It provides useful insights into challenges and helps establish urgency. The core ideas presented are useful and relevant. However, opinions differ on the value for money - some find it excellent and worth the cost, while others consider it redundant.

AI-generated from the text of customer reviews

50 customers mention "Readability"46 positive4 negative

Customers find the book easy to read and understand. They say it's an excellent read for businesses and groups that are sagging in performance. The content is good and well-organized. The author's ideas are clear and well expressed, making it great for new managers.

"Great book for new managers. The book it a little old, but most of the lessons are still relevant...." Read more

"...An easy read that should be part of every employees induction process to ensure they know what is really expected of them...." Read more

"...The style is much the same as the previous books, mildly academic, some examples, not a great amount of research, yet pretty well written...." Read more

"...A quick read that you can apply in your daily life immediately, it's a great book for those seeking to do more." Read more

44 customers mention "Sense of urgency"41 positive3 negative

Customers appreciate the book's sense of urgency. They find the insights and lessons useful. The core ideas presented are relevant, thoughtful, and provide skills for developing. The topics covered are great, with a quick and easy read that provides good information. The author is skilled at laying out a plan or structure to help implement his thoughts.

"...The book it a little old, but most of the lessons are still relevant...." Read more

"...ideal business book or a book that is "easy to understand, distinct, practical, credible, insightful, and provides great reading experience"..." Read more

"...Each tactic is supported by anecdotes and detailed tools which makes the book a real 'how to' guide...." Read more

"...The style is much the same as the previous books, mildly academic, some examples, not a great amount of research, yet pretty well written...." Read more

5 customers mention "Value for money"2 positive3 negative

Customers have mixed views on the book's value for money. Some find it a good value and excellent transaction, while others consider it a waste of money and redundant.

"...that he focused on one step of his process for change but it was a bit redundant...." Read more

"Book came in great condition and was at an amazing price. Can't beat this." Read more

"...BAD BOOK, POOR INVESTMENT, HE GOT ME and my MONEY. Not nice on my part but the author took a chance that no one would read his book closely...." Read more

"Excellent transaction and book." Read more

Top reviews from the United States

  • Reviewed in the United States on May 28, 2024
    Great book for new managers. The book it a little old, but most of the lessons are still relevant. Recommend d this for anyone who has a few challenging employees that you need to get moving.
  • Reviewed in the United States on March 10, 2009
    "the number one problem they have is all about creating a sense of urgency"

    A Sense Of Urgency by John Kotter is, simply put, a sequel of his previous book; "Our Iceberg is Melting". "Our Iceberg is Melting" is a fictional story of emperor penguins who fight for survival during the threat of change. The eight steps to overcome and embrace change are 1.) A sense of urgency 2.) The guiding team 3.) Visions and strategies 4.) Communication 5.) Empowerment 6.) Short-term wins 7.) Never letting up 8.) Making change stick.

    This book is focused on the first step, a sense of urgency. As Kotter wrote "Most organizations handle step 1 poorly". Without a "true" sense of urgency, the following 7 steps to embrace change is a cumbersome task. And more importantly, because "we are moving from episodic to continuous change. With this shift, urgency will move from being an important issue every few years to being a powerful asset all the time."

    Contents

    1. It all starts with a sense of urgency
    As I mentioned earlier that a sense of urgency is vital to a process of change. John Kotter also indicated the two most hazardous enemies, complacency and false urgency.

    2. Complacency and false urgency
    Kotter digged deep into the two enemies, complacency and false urgency. He elaborated the cause of them, how do the complacent (and people with false of urgency) think? What do they feel? How do they behave? He, later, wrote on how to find complacency and false urgency. This chapter is truly alarming and you might not like it!

    3. Increasing true urgency
    The critical point of the chapter is that true urgency aims for the "heart". A true sense of urgency is "a set of feelings: a compulsive determination to move, and win, now"; not hundreds of PowerPoint slides with graphs, charts, and researches. He concluded the chapter with four tactics (the following four chapters).

    4. Tactic One: bring the outside in
    "Tactic One is based on the observation that organizations of any size or age tend to be too internally oriented." He suggested us seven useful ways to "bring the outside in" to create a sense of urgency in the organization.

    5. Tactic Two: behave with urgency everyday
    To make sure any action is not just a flavour of a month, we need to behave urgently everyday. Behaving urgently does not mean panicking and Kotter tells you how. I personally like the term "urgent patience" because "behaving urgently does not mean constantly running around, screaming "Faster-faster". Urgent patience means acting each day with a sense of urgency but having a realistic view of time.

    6. Tactic Three: find opportunity in crises
    There are two camps of people amid crisis, one always looks for crisis avoidance, crisis management, damage control, budgets, budget reviews, and financial control system. The other looks for a burning platform; they view crises as not necessary bad. With fire spreading, they move, status quo eliminated and new beginning is possible. Which one is correct? Yes, neither. Kotter wrote on the pitfalls of the two and how to balance and how to make the most out of crises.

    7. Tactic Four: deal with NoNos
    NoNo is a character in "Our Iceberg is Melting" who always say, as the name suggests, "No no". They are resistant to change, slow down movement, and kill urgency. NoNos are not skeptics, they are worse. And Kotter wrote on how NOT to deal with them and how to deal with them effectively.

    8. Keeping urgency up
    True urgency leads to success with leads to complacency. This chapter tells you how to avoid this problem.

    9. The future: begin today

    ...

    Next, I'll try to briefly rate this book on a scale of ideal business book or a book that is "easy to understand, distinct, practical, credible, insightful, and provides great reading experience"

    Ease of Understanding: 8/10: This book is focused on a single issue which helps you understand the subject thoroughly. The drawback is that the (real or unreal) supporting stories or examples are written lightly or fiction-like with no reference or supporting data. They do not support the contents well enough.

    Distinction: 8/10: With hundreds (if not thousands) of books already on the topic of change, this small book gives you a more elaborated and detailed view on the sub-topic of change. There are also far too many titles about the rate of change in business but most of them focus on technological side of change. This is a book on a fast pace business environment with very little mention on the Internet and not a single word (I believe) on Google, My Space, Twitter, etc.

    Practicality: 7/10: Although there is no step-by-step instruction to create a true sense of urgency, the book sufficiently provides you with valuable and practical guidelines.

    Reliability: 5/10: There are many stories supporting the subjects but they are not truly convincing. They are (I hate to say) a bit too short and too fictional with no data or reference as I mentioned. Moreover, the one strategy (aim at the heart) and four tactics are mainly from the words and experience of the author. Simple said, the only reliable factor of the book is the author himself. I wish there were more concrete facts.

    Insight: 5/10: I feel that the author wanted this book to be easy to read and easy to grasp the essence of it. Kotter believes that to create a sense of urgency in an organization, we need to communicate to the heart not to the mind with too much data and analysis (two hundred slides PowerPoint presentation, for instance). However, that is suitable for communication in the business setting with very little time to spare and to comprehend the message. Intellectual readers (not me) might expect more.

    Reading Experience: 6/10: The two most important words in the book are "urgent" and "now". This book will put you in the state of emergency. One point of this book that made me feel uncomfortable is that it is, from my judgement, 80% pessimistic and 20% optimistic.

    Overall: 6.5/10: If you have read "Our Iceberg is Melting" and had a problem with the first step (like I did), you should definitely buy the book. If you have not but feel that your organisation is either stagnant and slow (complacent), or chaotic with no result (false urgency) and your organisation does not respond to change well enough, this book is a good start.
    16 people found this helpful
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  • Reviewed in the United States on July 28, 2012
    What a great book to highlight some of the very simple issues we face in a business regarding urgency. If you are a start-up's, fast growing organisations, large businesses or government sector time wastage and a lack of urgency is one of the single biggest killers of great strategy and when reading this book you will feel both liberated with knowledge and angry (or disappointed) at the number of times you have fallen for the traps of time wasters. An easy read that should be part of every employees induction process to ensure they know what is really expected of them. Read, absorb and then clean out your organisation of time sinks!"

    The best part is that Kotter provides 4 core tactics for creating urgency in your organisation. Each tactic is supported by anecdotes and detailed tools which makes the book a real 'how to' guide.

    The essence of the book can be distilled into:

    - Bring the outside in

    - Behave with urgency every day

    - Find opportunity in crisis

    - Deal with NoNo's

    I have noticed some reviews that indicated this does not add value, and yes...there have been other books that cover similar topics. Yes...time management has been around since time itself...but Kotter brings a new dimension to the challenges of organisations and one that if implemented will add significant value to employees, leaders and businesses. Give it a try and you will be surprised!
    One person found this helpful
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  • Reviewed in the United States on January 28, 2018
    Yet another change management book of John Kotter. This time, the book zooms in on the first step of the 8-step Kotter change model. The style is much the same as the previous books, mildly academic, some examples, not a great amount of research, yet pretty well written. This books was shorter and I felt it was less insightful than the previous ones. Perhaps worthwhile if you are a Kotter fan, but if you are looking for a general change management book then better read his earlier work.

    The book sort-of consists of three parts. The first chapter introduces the well-known 8-step kotter change method: 1) create a sense of urgency, 2) form a guiding team, 3) create a compelling vision, 4) communicate, 5) empower the people to change, 6) celebrate short wins, 7) don't give up, 8) make the change stick. This part summarizes the method and shares the latest insights on it from Kotter. It then expands on the first step, which is the topic of the rest of the book.

    The second part has one chapter for each of the 4 tactics on how to create a sense of urgency. They are 1) bring the outside in, 2) behave with urgency every day, 3) find opportunities in crisis, 4) deal with the NoNos. To me, there was very little surprising content in this, it just summarized some practices. I didn't agree with all of them, especially the attitude of simply declaring a person a NoNo is not the most constructive way of managing change.

    The last part is about sustaining the urgency and the next steps. It is the typical action chapter of a management book.

    All in all, I found the book only mildly interesting. I find Kotter's change method a bit too ordered, structured and top-down. I've not ever experienced a true organizational change to go that way. Of course, it is only a model of what Kotter has seen in organization... but still... I'm not convinced that looking at change in that way is the best way to bring change. The new things in the book weren't particularly impressive and, as mentioned, the part about dealing with NoNos was highly disappointing. Yes, there are times you need to deal with people who obstruct change, but labeling them as obstructors is the least constructive thing I can imagine. All in all, an average book.
    13 people found this helpful
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Top reviews from other countries

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  • Alma
    5.0 out of 5 stars Excelente libro! 100% recomendable!
    Reviewed in Mexico on April 15, 2019
    Excelente libro!!!! Llego antes de lo esperado!!! Me encantó!!!
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  • MmcE
    5.0 out of 5 stars Good read
    Reviewed in the United Kingdom on March 14, 2019
    Good read
    Would be good to limit people attending accident appointments when they could be allocated spar slots
  • Prabu
    5.0 out of 5 stars Must read book
    Reviewed in India on October 22, 2018
    Good book
  • Philippe Korda
    4.0 out of 5 stars urgent to read this
    Reviewed in France on May 9, 2009
    Twelve years after publishing his main book "Leading Change", in which he had identified the seven necessary steps of any successful change programme, Kotter now focuses on the step one. Why and how to create a sense of urgency? As always with Kotter, it is clear, structured, clever and full of relevant examples.
  • Alexander Mayor
    4.0 out of 5 stars Great concept
    Reviewed in Mexico on December 6, 2020
    The book shows you great concepts, but it could be more direct in present some of them. The second part of the book feels repetitive.

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