Leading Strategic Change: Breaking Through the Brain Barrier
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 barri...
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| Otros Autores: | , |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
[Place of publication not identified]
Financial Times/Prentice Hall
2003
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| Edición: | 1st edition |
| Colección: | Financial Times Prentice Hall.
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627190606719 |
| Sumario: | 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. |
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| Notas: | Bibliographic Level Mode of Issuance: Monograph |
| Descripción Física: | 1 online resource (xxiv, 194 p. ) ill., maps Available also in a print edition |
| ISBN: | 9781281068118 9786611068110 9780132044783 |
