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Buy-In: Saving Your Good Idea from Getting Shot Down by John P. Kotter

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APPENDIX

how the method helps large-scale change

One of us (Kotter) has been studying buy-in within the very specific context of large-scale change projects for nearly two decades. Because of the increasing importance of large-scale organizational change, we feel it necessary to explicitly comment on how the work in this book fits into that context.

Research clearly shows that people, even experienced executives, are not very good at transformational change, or change of any significance. Multiple studies have shown that 70 percent of the time, when significant change is needed, people back away, go into denial, try but fail rather miserably, or stop, exhausted, after achieving half of what they want using twice the budgeted time and money.

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