Change the Way You Lead Change: Leadership Strategies That Really Work

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Stanford University Press - Business & Economics
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Nothing revolutionary, but the authors deserve credit for adding some new ideas into a rather tired genre--e.g. they point out that change initiatives do not happen one at a time, but always coexist with many other initiatives. They too, however, feel pressured to add some prescriptive strategies for what "really" works--see the book's subtitle. With failure rates of change initaitves consistently at 60-70%, it's hard to agree that anyone has the answer as to 'what works' unless it's a very well kept secret. And, if we are failing 60-70% of the time, it's also hard to agree that the fix wouldn't be something A LOT more radical than what's recommended here. Such as, for example, the idea that organizaions never have been, nor ever will be the predictable controllable entities they are assumed to be by the prevailing approach to organizational change, and idea that becomes clear when you look at research from the origins of modern organizational behavior in the 1930s, when authors simply did not make laims of predictability/controlability. 

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Contents

The Realities of Change
1
Reframing the Change Dilemma
15
What Is Changing and Where?
29
Leading Others Through Change
43
Leaders Dont All Lead from the Same Place
57
Peoples Motivation to Change
70
Peoples Capacity for Change
85
Change Does Not Occur in a Vacuum
100
Putting the Pieces Together
114
Smart Change LeadersThey Get It
130
Notes
145
Index
149
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