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eBook Leading Strategic Change: Breaking Through the Brain Barrier ePub

eBook Leading Strategic Change: Breaking Through the Brain Barrier ePub

by J. Stewart Black

  • ISBN: 0131303198
  • Category: Management and Leadership
  • Subcategory: Perfomance and Work
  • Author: J. Stewart Black
  • Language: English
  • Publisher: FT Press; 1 edition (July 3, 2003)
  • Pages: 224
  • ePub book: 1581 kb
  • Fb2 book: 1471 kb
  • Other: lrf lit lrf mobi
  • Rating: 4.3
  • Votes: 256

Description

Leading Strategic Change book. Goodreads helps you keep track of books you want to read. Start by marking Leading Strategic Change: Breaking Through the Brain Barrier as Want to Read: Want to Read saving.

Leading Strategic Change book. Start by marking Leading Strategic Change: Breaking Through the Brain Barrier as Want to Read: Want to Read savin. ant to Read.

J. stewart black hal b. gregersen. Leading Strategic Change. EXHIBIT 1-1 F/A-18 Hornet jet breaking through the sound barrier

J. ith over a hundred books on leading strategic change to choose from, why read this one? The answer is simple. Most other books on change have it backward. EXHIBIT 1-1 F/A-18 Hornet jet breaking through the sound barrier. Take a moment to study the picture in Exhibit 1-1. This incredible photo captures an F/A-18 Hornet fighter jet hitting Mach I, the speed of sound.

In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine . Gregersen examine the core problem: organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success-failure to see, failure to move, and failure to finish-and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to achieve them.

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Leading Strategic Change. through my brain barrier.

Leading Strategic Change. They deliver a fascinating perspective and. practical toolkit to deliver faster strategic change in our growing, global.

By J. Stewart Black, Hal Gregersen Online Sample Chapter. Leading Strategic Change: Breaking through Brain Barriers. Stewart Black, Hal Gregersen. Published Jun 12, 2002 by FT Press. Sorry, this book is no longer in print. Online Sample Chapter. 1. The Challenge of Leading Strategic Change. The Crux of the Challenge.

2 people like this topic. Content from Harvard Library Open Metadata licensed under CC0 .

Leading Strategic Change : Breaking Through the Brain Barrier. by Hal B. Gregersen and J. Stewart Black. Master the key success factor in organizational change: changing each individual's mental map. Tips to overcome employees' inability to change, the key reason why most change initiatives fail.

Personal Name: Black, J. Stewart, 1959-. On this site it is impossible to download the book, read the book online or get the contents of a book. The administration of the site is not responsible for the content of the site. The data of catalog based on open source database. All rights are reserved by their owners. Download book Leading strategic change : breaking through the brain barrier, J.

Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core problem: organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure to see, failure to move, and failure to finish--and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to achieve them. This book systematically shows you how to implement the single change that makes all the others possible: redirecting individuals' ideas and expectations to be aligned with the new direction of the company.

Comments

Khiceog Khiceog
This is a business book about changing a corporate organization. It has been my experience that much in the business culture does not translate over into the church world. The dynamics of a church system are different from a business. The style of leadership and the strategies for change are not parallel between a church and a business. A lot of the business consulting would not work in a congregation. Fortunately, this book seems to break the mold. It is a practical look at the steps needed to change an organization. One will have to read into the text a church culture, but the principles are sound within the pages. It deals with how to change an organization through confrontation and contrast, but also provides the knowledge on how to continue the change process. This book was one of the best on helping people change for the good. Too many congregations get stuck in unhealthy patterns and relationships, and a minister who does not have the skill set of helping a congregation change when the congregation is dying will soon be leaving or preaching the funeral of the church. All ministers are in the job of changing a church. Not unscriptural change, but change in increased evangelism, spirituality, and unity. The normal process for a church is homeostasis and if this is not pushed than the congregation will cease to be great but will just exist. I think God wants more than existence.
Arashilkis Arashilkis
Practical and to the point. This book was easy for me to read and I applaud the authors for its insight and its structure. Keeping the concepts simple and easy to follow, the authors also took the time to sign-post for us at regular intervals where we were in the journey.
Real life examples were informative and easy for the business person to relate to. The simplification of the ideas made the practical points that were needed without "dumming it down". Since reading the book, I have also applied the theory learnt to volunteer organisation that I am involved in as well. This book deals with people, not organisations.
I loved it!
Melipra Melipra
I liked the book. It outlines at a high level 3 key things you should do when implementing or managing a change initiative. It does not, nor is it intended to, discuss how to navigate the increasingly complex and speedy "change" that comes at us everyday. The authors repeatedly stated that managing change is more complex than what's described in the book. Their goal was to focus on the top 20% of the things you should do to manage 80% of the change, which they accomplish. Don't forget though that when it comes to managing change, the devil is in the details!
Anayalore Anayalore
The book had some very informative information that I found interesting and that will be of help later on. I would recommend this book to anyone.
Grokinos Grokinos
Interesting and easy to read. The first half of the book was better than the second half, in my opinion.
Weetont Weetont
I liked that book a lot. It is very easy to read and give good examples. I would recommend it.
Sataxe Sataxe
Elizabeth Warren is wrong, companies are people, the people who come together to work for a common cause. In changing direction one can't forget its changing the people that is the key. That is what this book is about.
The book is well written and has graphics that explain what is being communicated well. It was recommended for my Strategic Change class for my MBA.