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This book 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.
Boston, Mass.: Harvard Business Review Press, 2012.
This book helps readers to understand a comprehensive eight-step framework that can be followed by executives at all levels. It advises those who would implement change to foster a sense of urgency within the organization.
Most change efforts fail because most change methods are built to deal with single challenges in a nice, neat, linear way. This book is a comprehensive guide to navigating change the way it happens now by using a four-part model and four mindsets that allow leaders to deal with multiple changes simultaneously without drowning in the churn.
This book will help readers understand why change happens, how it happens, and what needs to be done to make change a welcome rather than dreaded concept. It offers insights into the many frameworks, models, and ways of approaching change and helps the reader apply the right approach to each unique situation.
This book offers practical guidelines as well as a theoretical understanding of change, creativity and innovation. It delivers an equal balance of critical perspectives and sound ideas for organizational change and development and presents the idea that change can be proactive, driven by creativity and innovation.
This book explains why habits exist and how they can be changed. With penetrating intelligence and an ability to distill vast amounts of information into engrossing narratives, Duhigg brings to life a whole new understanding of human nature and its potential for transformation.
This book identifies dozens of change management myths, bad models, and unhelpful metaphors, replacing some with twenty-first century research and revealing gaps where research needs to be done. Paul Gibbons links the origins of theories about change to the history of ideas and suggests that the human sciences will provide real breakthroughs in our understanding of people in the twenty-first century.
This book teaches simple but powerful techniques that can be applied to almost any workplace situation, especially when you’re trying to navigate the stormy waters of radical change, high-pressure deadlines, and cutthroat competition. These are the same methods of small, continual improvement that have been tested by the largest companies, such as Boeing, Toyota, and the U.S. Navy―methods that will work for you, too.