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It starts with one: changing individuals changes organizations

Author: Black, J. Stewart ; Gregersen, Hal B.INSEAD Area: Organisational BehaviourPublisher: Wharton School Publishing, 2008.Edition: 2nd ed.Language: EnglishDescription: 162 p. : Graphs/Ill./Maps ; 24 cm.ISBN: 9780132319843Type of document: INSEAD BookBibliography/Index: Includes indexAbstract: Between 50-70% of organizational change initiatives fail. This means that many normally successful, motivation, and determined managers are nonetheless struggling to lead change effectively. This is because most managers mistakenly believe that organizational change is brought about by changing aspects of the organizations, such as its structure, IT infrastructure, or compensation systems. The reality is that organizations change only as much or as fast as individuals change. However, to change individual behavior, one first has to change the mental maps that guide that behavior. There are three "brain barriers" that managers must break through if they are going to start, build up, and sustain needed change. These barriers cause people to fail to see the need for change, to fail to move even when they see the need, and to fail to finish even after they see the need and make some initial moves. In It Starts with One, the authors outline both the causes of these three barriers and the tools and techniques for breaking through for success. This new edition includes more discussion of the challenges of making personal changes in order to lead strategic organizational changes. In addition, it focuses more on the challenges of leading change in an ever globalizing environment. The books approach means that the solutions the authors propose are always backed up with practical tools leaders can put to use immediately. Previous title: Leading strategic change: breaking through the brain barrier - Black, Stewart;Gregersen, Hal B. - 2003 - Book
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INSEAD Book Asia Campus
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Includes index

Between 50-70% of organizational change initiatives fail. This means that many normally successful, motivation, and determined managers are nonetheless struggling to lead change effectively. This is because most managers mistakenly believe that organizational change is brought about by changing aspects of the organizations, such as its structure, IT infrastructure, or compensation systems. The reality is that organizations change only as much or as fast as individuals change. However, to change individual behavior, one first has to change the mental maps that guide that behavior. There are three "brain barriers" that managers must break through if they are going to start, build up, and sustain needed change. These barriers cause people to fail to see the need for change, to fail to move even when they see the need, and to fail to finish even after they see the need and make some initial moves. In It Starts with One, the authors outline both the causes of these three barriers and the tools and techniques for breaking through for success. This new edition includes more discussion of the challenges of making personal changes in order to lead strategic organizational changes. In addition, it focuses more on the challenges of leading change in an ever globalizing environment. The books approach means that the solutions the authors propose are always backed up with practical tools leaders can put to use immediately.

Digitized

It Starts with One Changing Individuals Changes Organizations Contents Foreword ..................................................... xix Preface ........................................................ xxi Chapter 1 The Challenge of Leading Strategic Change ..1 Magnitude of Change ...................................... 4 Rate of Change ............................................... 5 Unpredictability of Change............................... 6 Implications of Change..................................... 8 The Crux of the Challenge ............................. 10 Simplify and Apply ......................................... 14 The Fundamentals of Change ....................... 16 Chapter 2 Barrier #1: Failure to See ............................ 21 Blinded by the Light ....................................... 24 Placing Ourselves at the Center .................... 29 Distorting Our View........................................ 34 Upright Maps ................................................. 38 Summary ....................................................... 40 Chapter 3 Solutions and Tools for Breaking through Barrier #1: Helping People See the Need .. 43 Contrast ......................................................... 43 Confrontation ................................................. 44 Combining Contrast and Confrontation ........ 45 Mistake #1: The Comprehensiveness Mistake ... 46 Mistake #2: The "I Get It" Mistake ......................46 Creating High Contrast and Confrontation . 48 20/80 Rule........................................................ 48 Contrast Enhancement Tool ............................. 51 More Examples.................................................55 Pulling It All Together .................................... 57 Chapter 4 Barrier #2: Failure to Move ........................ 61 Pulling It All Together .................................... 69 Chapter 5 Solutions and Tools for Breaking through Barrier #2: Helping People Make the Move 71 Step 1: Destination ........................................ 72 Step 2: Resources ........................................ 75 Step 3: Rewards ............................................78 Pulling It All Together .................................... 82 Chapter 6 Barrier #3: Failure to Finish .......................... 85 Getting Tired ................................................. 86 Getting Lost ................................................... 94 Overcoming the Final Brain Barrier .............. 97 Chapter 7 Solutions and Tools for Breaking through Barrier #3: Helping People Fight through the Finish ............................................................ 99 Providing Champions .................................... 99 Charting Progress ....................................... 103 Change Performance Dashboard.................... 105 Change Communication Plan ......................... 107 Pulling It All Together .................................. 109 Chapter 8 Pulling It All Together ...............................111 One Call That's All ......................................111 Growth for a Change .................................. 117 Changing Customers and Suppliers ........... 122 Making Change Personal ........................... 131 Summary ....................................................138 Chapter 9 Getting Ahead of the Change Curve ....... 143 Crisis Change .............................................145 Reactive Change ........................................ 147 Anticipatory Change ................................... 147 Change Penalty .......................................... 151 Conclusion ..................................................153 Index ..........................................................155

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