Leading Strategic Change: Breaking Through the Brain Barrier

Front Cover
FT Press, 2002 - Business & Economics - 194 pages
1 Review
Why organizational change fails -- and how to make it succeed!-- Overcoming the most important reason why almost all change initiatives fail: employee expectations.-- Understanding the individual's expectations -- and "remapping" them to the organization's new realities.As Yogi Berra once said, "90% of baseball is mental. The other half is physical." So, too, with business and change. Today, virtually every organization faces massive change. Many organizations are "taking the bull by the horns" with proactive change initiatives designed to anticipate tomorrow's market realities. Unfortunately, most attempts to initiate or manage change will fail, for one key reason: you cannot change organizations without changing the individuals within them. This book focuses on the individual component of organizational change, offering a complete framework for "remapping" the way individuals view their companies and their shared goals. Leading executive consultants J. Stewart Black and Hal B. Gregersen identify the "mental maps" that exist within each of us: the expectations we hold about our organizations, their competitive environments, and our roles within them. They demonstrate how these mental maps may hold the greatest obstacle to successful organizational change -- and systematically show how to transform these maps, giving every individual a new and more positive destination. For every executive, manager, and business strategist concerned with successfully

What people are saying - Write a review

We haven't found any reviews in the usual places.


The Challenge of Leading Strategic Change
Brain Barrier 1 Failure to See
The Keys to Seeing Contrast and Confrontation
Brain Barrier 2 Failure to Move
The Keys to Moving Destinations Resources and Rewards
Brain Barrier 3 Failure to Finish
The Keys to Finishing Champions and Charting
Breakthrough Innovation and Growth
Leading Strategic Change Toolkit Conceiving
Leading Strategic Change Toolkit Believing
Leading Strategic Change Toolkit Achieving
Getting Ahead of the Change Curve
Back Flap
Back Cover

Other editions - View all

Common terms and phrases

Popular passages

Page x - Sarv Devaraj and Rajiv Kohli The IT Payoff: Measuring the Business Value of Information Technology Investments Nicholas D. Evans Business Agility: Strategies for Gaining Competitive Advantage through Mobile Business Solutions Nicholas D.
Page xi - Richard W. Paul and Linda Elder Critical Thinking: Tools for Taking Charge of Your Professional and Personal Life Matthew Serbin Pittinsky, Editor The Wired Tower: Perspectives on the Impact of the Internet on Higher Education W. Alan Randolph and Barry Z. Posner Checkered Flag Projects: 10 Rules for Creating and Managing Projects that Win, Second Edition Stephen P.
Page xi - John R. Nofsinger Investment Blunders (of the Rich and Famous)... And What You Can Learn From Them John R. Nofsinger Investment Madness: How Psychology Affects Your Investing. . . And What to Do About It Tom Osenton Customer Share Marketing: How the World's Great Marketers Unlock Profits from Customer Loyalty Richard W.
Page xi - From Concept to Wall Street: A Complete Guide to Entrepreneurship and Venture Capital David Gladstone and Laura Gladstone Venture Capital Handbook: An Entrepreneur's Guide to Raising Venture Capital, Revised and Updated Erica Orloff and Kathy Levinson, Ph.D.
Page ix - J. Stewart Black and Hal B. Gregersen Leading Strategic Change: Breaking Through the Brain Barrier William C. Byham, Audrey B. Smith, and Matthew J. Paese Grow Your Own Leaders: How to Identify, Develop, and Retain Leadership Talent David M. Carter and Darren Rovell On the Ball: What You Can Learn About Business from Sports Leaders Subir Chowdhury Organization...

References to this book

All Book Search results »

About the author (2002)

J. STEWART BLACK, Ph.D. is a professor of business administration at the University of Michigan. An internationally recognized scholar on change and transformation, he is a frequent keynote speaker at conferences around the world and company functions and is regularly sought out to help leading companies globally with strategic change initiatives and the development of their senior leaders and high-potential managers. Dr. Black has served on the faculties of the Amos Tuck School of Business Administration at Dartmouth College and the University of California, Irvine. He is the author of eight other books and nearly 100 articles and case studies that have been widely used in both university classrooms and corporate boardrooms.

HAL B. GREGERSEN, Ph.D. is the Donald L. Staheli Professor of Global Leadership in the Marriott School at Brigham Young University. Previously he taught at Dartmouth College, Pennsylvania State University, and the Turku School of Economics in Finland as a Fulbright Fellow. Dr. Gregersen is a frequent keynote conference speaker on leading strategic change and an executive education contributor in companies (Cemex, IBM, Intel, LG Group, Lockheed Martin, Marriott, and Nokia) and universities (University of Michigan, Helsinki School of Economics, Tufts University, Thunderbird, and University of Western Ontario) around the world. As author of seven books and over 60 articles in publications like the Harvard Business Review and Sloan Management Review, Dr. Gregersen is a globally respected scholar on how firms find and build executive leaders capable of conceiving and achieving worldwide change. He has appeared on programs such as CNNfn. His cutting-edge research on global leadership has been cited in numerous publications such as BusinessWeek, Fortune, and The Wall Street Journal.

Black and Gregersen are co-authors of Global Explorers: The Next Generation of Leaders; So You're Going Overseas: A Handbook for Personal and Professional Success; and So You're Coming Home.

Foreword by Clayton M. Christensen
Author of The Innovator's Dilemma
The New York Times and BusinessWeek Bestseller

Bibliographic information