Leading strategic change : breaking through the brain barrier
著者
書誌事項
Leading strategic change : breaking through the brain barrier
（Financial Times Prentice Hall books）
Financial Times Prentice Hall, c2002
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注記
Includes index
内容説明・目次
内容説明
Most organizations that seek to change fail. The central reason: employees are relying on obsolete "mental maps" that prevent them from observing changes in their business environment, responding effectively, or following through on changes they've begun. In Leading Strategic Change, two leading organizational consultants and researchers offer a start-to-finish strategy for helping employees redraw their mental maps -- and unleashing their power to support effective change.
目次
Foreword.
Acknowledgments.
About the Authors.
1. The Challenge of Leading Strategic Change.
The Crux of the Challenge. Simplify and Apply. The Fundamentals of Change.
2. Brain Barrier #1: Failure to See.
Blinded by the Light. Overcoming the First Brain Barrier.
3. The Keys to Seeing: Contrast and Confrontation.
Contrast. Confrontation. Pulling It All Together.
4. Brain Barrier #2: Failure to Move.
Smart People don't Try New Tricks. Overcoming the Second Brain Barrier.
5. The Keys to Moving: Destinations, Resources, and Rewards.
Believing. Pulling It All Together.
6. Brain Barrier #3: Failure to Finish.
Getting Tired. Getting Lost. Overcoming The Final Brain Barrier.
7. The Keys to Finishing: Champions and Charting.
Providing Champions. Charting Progress. Pulling It All Together.
8. Breakthrough Innovation and Growth.
Conceiving. Believing. Achieving. Summary.
9. Leading Strategic Change Toolkit: Conceiving.
Individual Change. Conceiving Tools. Contrast and Confrontation.
10. Leading Strategic Change Toolkit: Believing.
Destinations. Resources. Rewards. Summary.
11. Leading Strategic Change Toolkit: Achieving.
Champions. Charting. Summary.
12. Getting Ahead of the Change Curve.
Crisis Change. Reactive Change. Anticipatory Change. Final Thoughts.
Index.
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