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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.
The Realities of Change
Reframing the Change Dilemma
What Is Changing and Where?
Leading Others Through Change
Leaders Dont All Lead from the Same Place
Peoples Motivation to Change
Peoples Capacity for Change
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Change the Way You Lead Change: Leadership Strategies that Really Work
David M. Herold,Donald B. Fedor
No preview available - 2008