Starts with One, It: Changing Individuals Changes Organizations
224
Starts with One, It: Changing Individuals Changes Organizations
224eBook
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Overview
Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. In It Starts with One, J. Stewart Black and Hal B Gregersen identify the core problem: changing individuals and the “mental maps” inside their heads must happen before you can change the organization.
Just as actual maps guide people’s footsteps, mental maps guide daily behavior. Successful strategic change for the organization is all about changing individual mental maps and behaviors first, because they are the organization.
To change organizations, you must break through your own brain barrier—and help those around you do the same. One step at a time, It Starts with One shows how to do that: how to create new destinations, and new, more inspiring effective paths to sustainable change. Black and Gregersen systematically identify the brain barriers that stand in your way: failure to see, failure to move, and failure to finish. Drawing on their extensive experience consulting with world-class organizations, they offer integrated tools, strategies, and solutions for overcoming each of these obstacles.
This edition offers even more effective tools, more guidance on leading change in globalizing environments, and more insight into changing your own mental maps...liberating yourself to transform your entire organization.
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
Anticipating change
Why too often people let the need to change become a crisis before acting—to build to a crisis before acting—and how to create the capability to anticipate change, move when needed, and finish in the future without “being told”
To Change the Organization, First Change the Individual.
To Change the Individual, Read This Book!
Seventy percent of organizations that seek strategic change fail. 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.
Thoroughly updated with new techniques, case studies, and examples, this book offers even more valuable insights for today’s leaders and managers. Among the highlights: a detailed new discussion of how you must change in order to lead change…new guidance on leading change in global environments…and more integrated tools and solutions you can start using today!
Product Details
| ISBN-13: | 9780132716413 |
|---|---|
| Publisher: | Pearson Education |
| Publication date: | 01/10/2008 |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 224 |
| File size: | 2 MB |
| Age Range: | 18 Years |
About the Author
J. Stewart Black is a professor at INSEAD, the oldest and largest MBA program in Europe. An internationally recognized scholar on change and transformation, he is a frequent keynote speaker at conferences around the world and company functions. He is regularly sought out to work with leading companies on issues of strategy and strategic change, especially with regard to developing leaders and high-potential managers to initiate and execute change in themselves and others. Dr. Black has been a faculty member previously at the Amos Tuck School of Business Administration at Dartmouth College and The University of Michigan. He is the author of 10 other books and more than 100 articles and case studies that have been used in both university classrooms and corporate boardrooms. Dr. Black has lived, worked, and spent significant time in many countries including, Japan, Singapore, Hong Kong, and France.
Hal B Gregersen is a professor of leadership at INSEAD where he delivers world-class research ideas on leading strategic change and innovation to executives from every continent. He regularly consults with senior teams, conducts executive seminars, and delivers keynote speeches on innovation and change in companies such as Christie’s, Daimler, IBM, Intel, Johnson & Johnson, LG, Marriott International, Nokia, Sun Microsystems, and Yahoo. Before joining INSEAD, Dr. Gregersen was a faculty member at the London Business School, the Tuck School of Business Administration at Dartmouth College, Brigham Young University, and Helsinki School of Economics, as well as a Fulbright Fellow at the Turku School of Economics. He has co-authored 9 other books and more than 90 articles and cases on leading innovation and change that have also been highlighted on CNN and in Business Week, Fortune, Psychology Today, and The Wall Street Journal. Dr. Gregersen calls Finland, France, and the U.S. his homes, having lived in all three countries. He also travels the world, camera in hand (a passionate avocation), photographing diverse people and places to foster deeper insight into the dynamics of innovation and change.
Table of Contents
Foreword xix
Preface xxi
Chapter 1: The Challenge of Leading Strategic Change 1
Chapter 2: Barrier #1: Failure to See 21
Chapter 3: Solutions and Tools for Breaking through Barrier #1: Helping People See the Need 43
Chapter 4: Barrier #2: Failure to Move 61
Chapter 5: Solutions and Tools for Breaking through Barrier #2: Helping People Make the Move 71
Chapter 6: Barrier #3: Failure to Finish 85
Chapter 7: Solutions and Tools for Breaking through Barrier #3: Helping People Fight through the Finish 99
Chapter 8: Pulling It All Together 111
Chapter 9: Getting Ahead of the Change Curve 143
Index 155