Leading Strategic Change

Leading Strategic Change : Breaking Through the Brain Barrier

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Description

Most organizations that seek to change fail. The central reason: employees are relying on obsolete "mental maps" that prevent them from observing changes in their business environment, responding effectively, or following through on changes they've begun. In Leading Strategic Change, two leading organizational consultants and researchers offer a start-to-finish strategy for helping employees redraw their mental maps -- and unleashing their power to support effective change.
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Product details

  • Hardback | 224 pages
  • 158.5 x 235.2 x 21.3mm | 535.25g
  • FINANCIAL TIMES PRENTICE HALL
  • Upper Saddle River, United States
  • English
  • 0130461083
  • 9780130461087

Table of contents

Foreword. Acknowledgments. About the Authors. 1. The Challenge of Leading Strategic Change. The Crux of the Challenge. Simplify and Apply. The Fundamentals of Change.2. Brain Barrier #1: Failure to See. Blinded by the Light. Overcoming the First Brain Barrier.3. The Keys to Seeing: Contrast and Confrontation. Contrast. Confrontation. Pulling It All Together.4. Brain Barrier #2: Failure to Move. Smart People don't Try New Tricks. Overcoming the Second Brain Barrier.5. The Keys to Moving: Destinations, Resources, and Rewards. Believing. Pulling It All Together.6. Brain Barrier #3: Failure to Finish. Getting Tired. Getting Lost. Overcoming The Final Brain Barrier.7. The Keys to Finishing: Champions and Charting. Providing Champions. Charting Progress. Pulling It All Together.8. Breakthrough Innovation and Growth. Conceiving. Believing. Achieving. Summary.9. Leading Strategic Change Toolkit: Conceiving. Individual Change. Conceiving Tools. Contrast and Confrontation.10. Leading Strategic Change Toolkit: Believing. Destinations. Resources. Rewards. Summary.11. Leading Strategic Change Toolkit: Achieving. Champions. Charting. Summary.12. Getting Ahead of the Change Curve. Crisis Change. Reactive Change. Anticipatory Change. Final Thoughts.Index.
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About J. Stewart Black

J. STEWART BLACK, Ph.D. is a professor of business administration at the University of Michigan. An internationally recognized scholar on change and transformation, he is a frequent keynote speaker at conferences around the world and company functions and is regularly sought out to help leading companies globally with strategic change initiatives and the development of their senior leaders and high-potential managers. Dr. Black has served on the faculties of the Amos Tuck School of Business Administration at Dartmouth College and the University of California, Irvine. He is the author of eight other books and nearly 100 articles and case studies that have been widely used in both university classrooms and corporate boardrooms.HAL B. GREGERSEN, Ph.D. is the Donald L. Staheli Professor of Global Leadership in the Marriott School at Brigham Young University. Previously he taught at Dartmouth College, Pennsylvania State University, and the Turku School of Economics in Finland as a Fulbright Fellow. Dr. Gregersen is a frequent keynote conference speaker on leading strategic change and an executive education contributor in companies (Cemex, IBM, Intel, LG Group, Lockheed Martin, Marriott, and Nokia) and universities (University of Michigan, Helsinki School of Economics, Tufts University, Thunderbird, and University of Western Ontario) around the world. As author of seven books and over 60 articles in publications like the Harvard Business Review and Sloan Management Review, Dr. Gregersen is a globally respected scholar on how firms find and build executive leaders capable of conceiving and achieving worldwide change. He has appeared on programs such as CNNfn. His cutting-edge research on global leadership has been cited in numerous publications such as BusinessWeek, Fortune, and The Wall Street Journal.Black and Gregersen are co-authors of Global Explorers: The Next Generation of Leaders; So You're Going Overseas: A Handbook for Personal and Professional Success; and So You're Coming Home.Foreword by Clayton M. ChristensenAuthor of The Innovator's Dilemma The New York Times and BusinessWeek Bestseller
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Rating details

72 ratings
3.95 out of 5 stars
5 36% (26)
4 33% (24)
3 24% (17)
2 4% (3)
1 3% (2)
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