Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions

Kotter and Rathgeber emphasize that the first step in initiating change is creating a shared sense of urgency. Without this, individuals and organizations are unlikely to take meaningful action. In the book, a penguin named Fred identifies structural weaknesses in the colony’s iceberg and alerts others to the danger. He uses a simple experiment—a sealed glass bottle that breaks after freezing—to provide tangible evidence and build awareness. In real-world organizations, data visualizations, employee testimonies, customer feedback, or market forecasts can generate similar urgency. Leaders must also communicate the stakes clearly and repeatedly to cut through denial or apathy. For example, a hospital facing patient care issues might hold town halls to share incident reports and invite frontline staff to propose improvements. The key is to translate abstract risks into emotionally resonant, observable indicators that prompt people to act.

Effective change requires a coalition of committed individuals with complementary skills. The book’s “crisis team” includes leaders, thinkers, communicators, and trusted generalists—each bringing a unique contribution to the table. Louis, the Head Penguin, facilitates this team-building by engaging members in shared activities—e.