“I’ll Try” Is Not Good Enough ...: What It Takes to Make Change Happen in the Workplace!
Author House, Feb 11, 2012 - Business & Economics - 120 pages
If people could change their competencies and characteristics at will, personal development would be a relatively simple matter. However, there are many reasons why people consciously or unconsciously tend to resist change. The purpose of this book is to make you aware of techniques for overcoming resistance to change and meaningfully influence the change process in others. Knowledge of these techniques will allow you to formulate and execute truly effective personnel planning and development. An individual’s behavior is a function of their innate capacity, their level of awareness, their motivation, and their competence to execute their work responsibilities. Behavior is profoundly influenced by each of these factors. Positively impacting an individual is essentially a matter of altering one or more of these factors that are an impediment to behavior change.
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360-degree feedback achieve alter American Broadcasting Company areas ask/tell ratio assertive assessment awareness basic behave behavior change belief systems Capacity Issues Charles Murray clients competing consequences consistent consultant correct create deal development climate effective employee performance employee’s example experience external motivation extroverted factor focus Foster Farms Fox Broadcasting Company function genetic Häagen-Dazs hardware Hewlett-Packard impact individual perceives individual’s behavior innate capacity interaction Interpersonal Feedback Deficiencies Introvert J. P. Morgan Johari Window lack laissez-faire learned overlay Loyola Marymount University maintain manager Mattel National Semiconductor necessary negative internal dialogue NewYork Notes ChapTEr ofthe one’s organization people’s perception perpetuate personal comfort zones positive internal dialogue problems production Psycho-Cybernetics punishment quadrant reinforce requires resistant to change result reward self-image self-limiting attitude self-perception skills subconscious subordinates success Systems feedback deficiencies tends training deficiencies Urban Land Institute value or threat workplace