Sources used in this document:

Collective fears of inaction must overcome fears of change. Then, a leadership team must be created to guide the organization which is accountable, has the ability to assess the information, yet also has strong communication skills, so people understand the step-by-step process of how the change will occur. The team must develop a change vision that is different from the past (such as Toyota's decision to market hybrid technology, for example). The leadership must be able to make change happen in a concrete and logical fashion (budgeting, planning, and so forth) but also communicate with a visionary statement so that employees buy into the change, and are empowered to become active participants in the new organizational mission.

Kotter and Rathgerber point out that it is not enough to simply focus on the long-term, even though they are quite goal-oriented in their focus. As the penguins advance slowly, into accepting that they must become migratory rather than stationary, small and reinforcing victories must be celebrated, or people will lose heart (even if a company is not yet 'in the black,' showing a better-than-anticipated profit should be celebrated). These small victories must be used to propel individuals forward, to create a fundamentally new culture and way of looking at the world, and so that the old way of life no longer seems like a 'comfort zone' and the new approach, new technology, or newly merged organization is accepted by all employees.

Kotter, John & Holger Rathgerber. Our Iceberg is Melting. New York: St. Martin's Press, 2006.