Most attempts at organizational change fail, according to John P. Kotter, author of A Sense of Urgency, because the agents of change did not generate high enough levels of urgency within leaders, managers and employees (BusinessWeek, Sept. 15, 2008).  Furthermore, the process itself did not generate and support the need for urgency.

Kotter believes that change must start with emotionally compelling presentations, speeches, or simple talks to involve the audience.  The sense of urgency is further heightened when simple stories or examples are used to emphasize the need, rather than pages of bulletized facts, assumptions, projections and figures.

This emotional tie-in beomes the foundation for teams to generate their own internal energy to support change, which then fosters additional emotionally compelling stories.  And the cycle continues.

Realize that all change is emotionally charged.  For it to succeed, however, it is essential to develop supportive energy at the start, and continue to foster it throughout the long process.