(Again, to refer once again to wartime parallel, one battle victory or capture of an enemy leader increases motivation, but does not justify or provide a vision for winning an entire conflict.) With the value of Kotter's 1996 insights, one can see the folly of simply pleasing immediate investor expectations and seeking a quick fix was the source of the later accounting mismanagement scandals at HeathSouth and Enron, where figures were manipulated to make it seem as if the companies were more solvent than they actually were in reality.
Some of Kotter's more contentions assumptions might be found his stress upon leadership, and the personalities of the leadership of an organization, almost more than the value of the change itself. If Kotter were a historian, he would be of the 'great man' school of history -- focusing on the good and bad decisions of Napoleon, for example, rather than upon the historical conditions of the time. Conversely, he also blames the heads of organization for failure, rather than places the fault in the sources of the change or external conditions.
Works Cited
Kotter, John. P. (1996) Leading Change. Cambridge: Harvard Business School Press.
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He had an opportunity to utilize his theories when he became head of the Florentine militia and helped overthrow the de Medici family rulers. His byword was "force and prudence," and he believed that demonstrating a combination of these two things is the mark of an effective leader. Kotter may agree that prudence is a valuable characteristic in a leader, but disagrees with the outdated principle of force, saying
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