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科特指出，许多企业在他们匆忙制定计划或采取行动的过程中，组织往往忽视企业变革这一过程的发生。而且他还指出，将近50%企业的发展失败都是因为该企业在刚开始时没有成功地做出其自身所需要的变革从而导致了发展的错误。领导人经常破坏其员工在其工作领域的舒适性和满意度对企业的重要性，或者也会常常对他们目前的成功感到很自满，甚至对企业当前的合适发展的紧迫性也毫不关心。

那么，根据科特所说，如果这一步骤成功执行的话，领导人在企业中将会有一个很明确的地位从而来确定组织的发展状态到底是怎么样的。

自满，通常取决去组织是否在市场中拥有最高的地位还是“面临破产”，而通常大家都会认为“一切都很好”。
虚假的紧迫感，人们都在忙于他们自己的工作，但是他们的一切努力生产不了任何东西，而且事实上可能导致企业的“枯竭”。

而真正的紧迫感是人们意识到了潜在的危险，而且利用一切机会来提高生产力发展和进步。

Kotter notes that many companies often overlook this process when they are in their rush in making plans or take action for the organization to takes place. He stated that close to 50% of the companies that fail to make needed change make their mistakes at the start. Leaders frequently undermine the importance of driving people out from their comfort zone or being complacent with their current success or even being careless in developing an appropriate urgency.

According to Kotter (2012), if this step is successfully executed, leaders will obtain an accurate status benchmark that would determine whether the state of the organization is:

Complacency- occurs whether the organization is at the ‘top of their market’ or ‘facing bankruptcy’, usually when everyone thinks “Everything is fine.”

False urgency- People are busy with their work but all their efforts produce nothing, in fact may cause ‘burnout’ instead.

True urgency- People are aware of the potential hazards and make use of all the opportunities to be productive and make progress.

Guaranteed to fail- It started by the poorly thought out in the initial step. Leaders failed to appeals the people’s heart, only their head.

Guaranteed to succeed- Leaders successfully “aim for the heart” of people and able to connect the deepest values and inspire them to greatness. This leads to the success of the organizational change.

2.创建指导联盟---Creating the Guiding Coalition

This step involves the ability of leaders to assemble a group with enough power to lead the change effort and encourage them to work as a team. Placing people together in the right coalition to lead a change initiative is crucial to its success. It is necessary that the coalition to have the correct structure, substantial level of trust, and a shared objective.

Complex organizations are forced to make decisions more quickly even though concrete information is not available due to the rapid changing world. It is evident that it is up to leaders and teams to orchestrate the relevant decision that will help the organization to stay sustainable.

The development of the level of trust will ‘stick’ the team together that helps them to be well functioned. Due to the rapid change, team building has to happen quickly. Developing the right team and combining them with the right level of trust with a shared goal in which the team believes can result in a compelling guiding coalition that will take the organization to the right organizational change.

Kotter (2012) states that the ‘right’ team as a whole should reflect the following four qualities:

Position Power- the presence of key players will drive the change progress without any obstruction.

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