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HBR's 10 must reads on change management

Material type: materialTypeLabelBookSeries: HBR's 10 Must Reads Series. Publisher: Boston Harvard Business Review Press 2011Description: v, 210 p.ISBN: 9781422158005.Subject(s): Organizational change | LeadershipDDC classification: 658.406 Summary: 70% of all change initiatives fail. But the odds turn in your company's favor once you understand that change is a multi-stage process--not an event--and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers. We've combed through hundreds of Harvard Business Review articles on change management and selected the most important ones to help you lead your organization through transformation. This collection of best-selling articles includes: featured article "Leading Change: Why Transformation Efforts Fail" by John P. Kotter, "Change Through Persuasion," "Leading Change When Business Is Good: An Interview with Samuel J. Palmisano," "Radical Change, the Quiet Way," "Tipping Point Leadership," "A Survival Guide for Leaders," "The Real Reason People Won't Change," "Cracking the Code of Change," "The Hard Side of Change Management," and "Why Change Programs Don't Produce Change." Table of contents: Leading change: why transformation efforts fail /​ by John P. Kotter Change through persuasion /​ by David A Garvin and Michael A. Roberto Leading change when business is good: an interview with Samuel J. Palmisano /​ by Paul Help and Thomas A. Steward (editors) Radical change, the quiet way /​ by Debra E. Meyerson Tipping point leadership /​ by W. Chan Kim and Renée Mauborgne A survival guide for leaders /​ by Ronald A. Heifitz and Marty Linsky The real reason people won't change /​ by Robert Kegan and Lisa Laskow Lahey Cracking the code of change /​ by Michael Beer and Nitin Nohria The hard side of change management /​ by Harold L. Sirkin, Perry Keenan, and Alan Jackson Why change programs don't produce change /​ by Michael; Beer, Russell A. Eisenstat, and Bert Spector. (https://cb.hbsp.harvard.edu/cbmp/product/12599-PBK-ENG)
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Books Vikram Sarabhai Library
Slot 2067 (2 Floor, East Wing) Non-fiction 658.406 H2 (Browse shelf) Checked out 08/06/2019 189649

70% of all change initiatives fail. But the odds turn in your company's favor once you understand that change is a multi-stage process--not an event--and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers. We've combed through hundreds of Harvard Business Review articles on change management and selected the most important ones to help you lead your organization through transformation.
This collection of best-selling articles includes: featured article "Leading Change: Why Transformation Efforts Fail" by John P. Kotter, "Change Through Persuasion," "Leading Change When Business Is Good: An Interview with Samuel J. Palmisano," "Radical Change, the Quiet Way," "Tipping Point Leadership," "A Survival Guide for Leaders," "The Real Reason People Won't Change," "Cracking the Code of Change," "The Hard Side of Change Management," and "Why Change Programs Don't Produce Change."

Table of contents:

Leading change: why transformation efforts fail /​ by John P. Kotter
Change through persuasion /​ by David A Garvin and Michael A. Roberto
Leading change when business is good: an interview with Samuel J. Palmisano /​ by Paul Help and Thomas A. Steward (editors)
Radical change, the quiet way /​ by Debra E. Meyerson
Tipping point leadership /​ by W. Chan Kim and Renée Mauborgne
A survival guide for leaders /​ by Ronald A. Heifitz and Marty Linsky
The real reason people won't change /​ by Robert Kegan and Lisa Laskow Lahey
Cracking the code of change /​ by Michael Beer and Nitin Nohria
The hard side of change management /​ by Harold L. Sirkin, Perry Keenan, and Alan Jackson
Why change programs don't produce change /​ by Michael; Beer, Russell A. Eisenstat, and Bert Spector.
(https://cb.hbsp.harvard.edu/cbmp/product/12599-PBK-ENG)

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