The more thing change..

It may seem strange to suggest that we can learn as much about how to handle change from a 15th century political philosopher as we can from a Harvard Professor of leadership.

It may seem strange to suggest that we can learn as much about how to handle change from a 15th century political philosopher as we can from a Harvard Professor of leadership.

It may seem strange to suggest that we can learn as much about how to handle change from a 15th century political philosopher as we can from a Harvard Professor of leadership.

The Professor of Leadership is John Kotter, who in his book Leading Change, writes of the human anguish and waste that are created in organisations as they attempt major transformation. In the book he offers an eight step process that helps avoid some of the carnage and ensures that change is more successful. With its focus on creating an environment that helps people understand, accept and adapt to change, it's excellent advice.

Machiavelli, the 15th century Italian writer, is considered one of the main founders of modern political science. In his book, The Prince, he writes about the arts a prince should employ to stabilize a new regime and build it into an enduring structure. He says that cruel actions may be morally acceptable as a means of achieving good results, so long as they are decisive, swift and effective.Perhaps the best guidelines for organizational transformation come from combining these two very different sources of wisdom. Without doubt, change must be managed to some coherent plan, but it is equally important that the plan is actioned decisively.Organisations that find their people responding to change with low motivation and poor performance might ponder some other Machiavellian words.'Princes [should not] complain of the faults committed by the people ... for they result entirely from their own negligence or bad example '

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