Unrest will sometimes be part of organizations. To instill the true transformation, it is crucial to not only focus on analysis and thinking but on seeing and feeling. This paper summarizes the article on “We See, We Feel, We Change,” focusing on the key point which is impacting transformation through vision, feeling and the actual practice of change.
Through seeing, one must identify the problem, or the solution to the problem, as an addition to the process of transformation. After identifying the problem, it I essential that helps the persons around envision the progression in a manner that allows significant change of conduct (Kotter and Cohen, 180).
Feeling involves the dramatic, vibrant conceptions that catch individual’s devotions and dropping sensations that destabilize a functional change. Having prospect of what is happening from one place to another intensifies reactions that enable the necessary change concerning practical ideas.
In implementing the change, one’s conduct must be modified. The required behavior triggered by the change supports groups and societies to sail efficiently through any challenges, into a prosperous future.Change is not only limited to seeing and feeling but also encompasses critical thinking. For instance, thinking out the accurate approach for a precise, complicated situation forms a foundation for operational acceptance of change (Kotter and Cohen, 183). Change leaders brand their points clearly, by recognizing a problem in a section of the change process, and confront the trial intangible practices.
As the rate of change increases, more persons are obliged to appreciate the prerequisite for bigger masses and transformations. For organizations to soldier right ahead, it is crucial that they put into consideration the three mentioned vices- seeing, feeling and practicing the change.
Work Cited
Kotter, John P and Dan S Cohen. The Heart of Change: Real-Life Stories of How People Change Their Organizations. Boston, Mass: Harvard Business Review Press, 2012. Print.
