However, change does not stand in the planning or initiation stage alone and the success of it can not be determined without implementation. With these shoes to wear, the leaders are asked to be ready for changes and even to be the initiators of change in the environment and industries they belong to. Fisher mentions that leaders take on two roles, which are that of being “masters of change” and “visionaries” (138). Nothing is permanent in different industries and this requires the leaders and key persons in every organization to learn how to keep their pace with these changes. Indeed, the environment to which organizations exists in today has become a setting wherein there is a need for continuous changes. This makes the contents of the book easier to understand and relate to as it has been placed in the organizational level and takes from direct encounters. The intention of the book is most certainly achieved through empirical evidence collected from the different people who directly have experience in initiating change using the eight steps that are prescribed in the book.

In the end, the authors encouraged people to understand the eight steps that are being discussed in the said book in order to keep up with the pace of change that is being required in the organizations and the environment which these exist in. The achievement of their goals is centered on the fact that these people are able to appeal to the hearts of the people and in the heart of change. Taking from the experiences of the respondents, Kotter and Cohen show the experiences of the people using the eight steps to initiating and successfully achieving change. The experiences from the people interviewed shows that the gargantuan tasks of changing and making bigger leaps than the rest can be easily accomplished through several elements. Throughout the entirety of the book, discussions are made in proving that the see-feel-change method proves to be more successful for the organizations and the people implementing change. Kotter and Cohen mentions that “people change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings” (1 italics supplied). The primary message that the author wants to convey in this book is stated immediately in the first page of the book, which gives the readers an instantaneous understanding of the book.

John kotter the heart of change