Titel
It Starts with One / Changing Individuals Changes Organizations
Schrijver
Black, Stewart
Taal
Engels
ISBN
9780133407303
Uitgever
Pearson Education (US)
Prijs
€ 14,00
Verzendkosten
€ 6,00
Bijzonderheden
2013, 202p, Gebonden, nieuw
Meer info
Samenvatting
To change the organization, first change the individual. To change the individual, read this book! Organizations can’t change because individuals don’t change. Individuals don’t change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps and unleash their power to deliver superior, sustained strategic change. Extensively updated with new techniques, case studies, and examples, this edition offers even more valuable insights for today’s leaders. You’ll find new and better ways to pilot change; anticipate specific points of resistance; and recruit and support “on-the-ground” champions and influencers. The book concludes with a new framework for integrating these powerful techniques to make change finally work in your organization. Now updated with new cases, integrated tools, strategies, & solutions Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. This book targets the core cause of failure: before you can change the organization, you must first change individuals. That means changing the “mental maps” people use to see the world and guide their behavior. This book shows how to do that, one step at a time. Drawing on decades of experience with the world’s leading enterprises, J. Stewart Black systematically identifies the three brain barriers that prevent change: failure to see, failure to move, and failure to finish. Then, he offers powerful tools, strategies, and solutions for overcoming all three of these obstacles. This edition has been extensively revised to offer new insights, examples, and case studies–from Facebook and Google to AMC and Lenovo. It concludes with a new five-step framework for integrating the elements of effective change leadership in real-world environments. You’ll see this framework put to work through an important new case study: Deseret News, one of the few newspapers that has learned to thrive in the digital era. • Overcoming the failure to see Why organizations miss obvious market transformations–and what to do about it • Breaking through the failure to move Why people fail to change even when they see the need–and how to break through this barrier • Conquering the failure to finish Why change “stalls out”–and how to maintain the momentum • Learning to change before crises demand it Creating the capability to anticipate change, move when needed, and finish without “being told”
As many as 60% of organizational change initiatives fail. This means that many normally successful, motivated, and determined managers nonetheless struggle to lead change effectively. Most of those leadership failures share a common cause: managers mistakenly believe that organizational change is brought about by changing the organization. The truth is this: organizations change only as much or as fast as individuals change. And, to change individual behavior, you must first change the mental maps guiding that behavior. In It Starts with One, Third Edition, J. Stewart Black identifies the three critical "brain barriers" managers must break through in order to start, deepen, and sustain needed change. With new cases, examples, and tools for executing successful change initiatives, this edition dives even more deeply into the personal aspects of leading strategic change – as well as the unique challenges posed by driving change in global business environments. One step at a time, Black shows how to use their tools and techniques to bring solutions to life -- and transform change from a hope to a profitable reality.
To change the organization, first change the individual. To change the individual, read this book! Organizations can’t change because individuals don’t change. Individuals don’t change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps and unleash their power to deliver superior, sustained strategic change. Extensively updated with new techniques, case studies, and examples, this edition offers even more valuable insights for today’s leaders. You’ll find new and better ways to pilot change; anticipate specific points of resistance; and recruit and support “on-the-ground” champions and influencers. The book concludes with a new framework for integrating these powerful techniques to make change finally work in your organization. Now updated with new cases, integrated tools, strategies, & solutions Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. This book targets the core cause of failure: before you can change the organization, you must first change individuals. That means changing the “mental maps” people use to see the world and guide their behavior. This book shows how to do that, one step at a time. Drawing on decades of experience with the world’s leading enterprises, J. Stewart Black systematically identifies the three brain barriers that prevent change: failure to see, failure to move, and failure to finish. Then, he offers powerful tools, strategies, and solutions for overcoming all three of these obstacles. This edition has been extensively revised to offer new insights, examples, and case studies–from Facebook and Google to AMC and Lenovo. It concludes with a new five-step framework for integrating the elements of effective change leadership in real-world environments. You’ll see this framework put to work through an important new case study: Deseret News, one of the few newspapers that has learned to thrive in the digital era. • Overcoming the failure to see Why organizations miss obvious market transformations–and what to do about it • Breaking through the failure to move Why people fail to change even when they see the need–and how to break through this barrier • Conquering the failure to finish Why change “stalls out”–and how to maintain the momentum • Learning to change before crises demand it Creating the capability to anticipate change, move when needed, and finish without “being told”
As many as 60% of organizational change initiatives fail. This means that many normally successful, motivated, and determined managers nonetheless struggle to lead change effectively. Most of those leadership failures share a common cause: managers mistakenly believe that organizational change is brought about by changing the organization. The truth is this: organizations change only as much or as fast as individuals change. And, to change individual behavior, you must first change the mental maps guiding that behavior. In It Starts with One, Third Edition, J. Stewart Black identifies the three critical "brain barriers" managers must break through in order to start, deepen, and sustain needed change. With new cases, examples, and tools for executing successful change initiatives, this edition dives even more deeply into the personal aspects of leading strategic change – as well as the unique challenges posed by driving change in global business environments. One step at a time, Black shows how to use their tools and techniques to bring solutions to life -- and transform change from a hope to a profitable reality.
Afbeeldingen
managementbib.com
Wilrijk
Bij bestellingen vanaf drie boeken wordt 10% korting verleend
- Alle boeken zijn compleet en verkeren in normale antiquarische staat, tenzij anders beschreven. Kleine onvolkomenheden, zoals een ingeplakte ex-libris of een naam op het schutblad, zijn niet altijd vermeld
- U handelt deze order direct af met managementbib.com
- Na uw bestelling ontvangen u en managementbib.com een bevestiging per e-mail. In de e-mail staan de naam, adres, woonplaats en telefoonnummer van managementbib.com vermeld
- De Koper betaalt de verzendkosten, tenzij anders overeen gekomen
- managementbib.com kan betaling vooraf vragen
- Boekwinkeltjes.nl probeert Kopers en Verkopers tot elkaar te brengen. Boekwinkeltjes.nl is echter nimmer partij bij een overeenkomst die gesloten wordt tussen Koper en Verkoper door gebruikmaking van de site. Als u een geschil hebt met één of meer gebruikers, dient u dit zelf op te lossen. U vrijwaart Boekwinkeltjes.nl van enigerlei vorderingen, aanspraken op schadevergoeding en dergelijke, verband houdende met dergelijke geschillen.