According to the textbook, people are more motivated when \”they are shown a truth that influences their feelings\” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when \”feelings\” are the primary basis for the concerns?
Discussion 2-2
Large organizations are constantly implementing reforms that have an impact on all their stakeholders. According to Kotter and Cohen (2002), people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. This statement is highly relevant for organizations that are growing and responding to change. For example, large entities are always integrating new technologies, are engaging in acquisitions and mergers, and are restructuring to be able to compete effectively in their respective industries. These transformations normally trigger varied emotions or feelings, especially among employees which may affect their morale thereby preventing success. Therefore, it is important to motivate people to influence them to support the ongoing reforms. A crucial element that promotes successful change according to Kotter and Cohen (2002) is to change people’s behavior. The authors further assert that it is not possible to change people’s behaviors through analysis alone because doing so only influences thoughts. Rather, an organization should strive to influence people’s feelings by helping them to see the truth in the proposed change. In this manner, they manage to avoid resistance and win big.
A leader has a responsibility to honor stakeholder concerns when “feelings” are the primary basis for the concerns. Kotter and Cohen (2002) emphasize that the heart of change is more in people’s feelings than in their thoughts. In this respect, a leader is charged with the responsibility of ensuring that the types of feelings that people develop at any given time are those that support a planned change (Issah, 2018). A leader should aim to create the see-feel-change course in the people than the analysis-think-change trajectory.
References
Issah, M. (2018). Change leadership: The role of emotional intelligence. SAGE Open. https://doi.org/10.1177/2158244018800910
Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-142218733