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Author : John P. Kotter
Publisher : Harvard Business Press
Release : 2012
Category : Business & Economics
ISBN : 9781422186435
File Size : 46,8 Mb
Total Download : 318
Book Summary: From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
Author : John P. Kotter
Publisher : Harvard Business Press
Release : 2012-10-23
Category : Business & Economics
ISBN : 9781422186442
File Size : 29,8 Mb
Total Download : 675
Book Summary: The international bestseller—now with a new preface by author John Kotter. Millions worldwide have read and embraced John Kotter’s ideas on change management and leadership. From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession—we’ve learned that widespread and difficult change is no longer the exception. It’s the rule. Now with a new preface, this refreshed edition of the global bestseller Leading Change is more relevant than ever. John Kotter’s now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. Leading Change is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in Harvard Business Review. Needed more today than at any time in the past, this bestselling business book serves as both visionary guide and practical toolkit on how to approach the difficult yet crucial work of leading change in any type of organization. Reading this highly personal book is like spending a day with the world’s foremost expert on business leadership. You’re sure to walk away inspired—and armed with the tools you need to inspire others. Published by Harvard Business Review Press.
Book Summary: "Straightforward and practical, this book is a must-read for any leader or change practitioner."―Mark Porter, Executive Vice President People & Culture, WestJet Airlines Leading Meaningful Change is an essential guide for executives, leaders, managers, consultants, and other professionals who need to go beyond applying tactics in a change plan to truly capture the hearts, minds, and souls of the people they lead. Based on her research and 30 years of experience helping people lead and manage meaningful change, Beverley Patwell offers a new framework to guide and enhance the change journey. This approach is humanizing, engaging, and results in the belief in a higher purpose that permeates throughout the organization while at the same time achieves outcomes that are far greater than one person's single contribution. Patwell's framework is effective in: - creating a shared vision that compels people to be engaged and involved in the change journey; - developing internal leaders and strong, cohesive and aligned teams to lead, manage and support the changes; and - developing strategies to effectively lead, manage and evaluate the human side of change. At the core of the framework are the Use-of-Self principles applied to the change process as seen through interviews with 24 multi-generational emerging, current and long-service leaders who explain why Use-of-Self remains a key element in successfully leading and managing change. The book also includes practical tools to help leaders and managers across the globe address change leadership challenges. Of special note is a two-year case study of the Senior Leadership Team in the City of Ottawa who led a significant city-wide culture shift using the framework.
Book Summary: "At the very time the need for effective leadership is reaching critical proportions, Michael Fullan's Leading in a Culture of Change provides powerful insights for moving forward. We look forward to sharing it with our grantees." --Tom Vander Ark, executive director, Education, Bill and Melinda Gates Foundation "Fullan articulates clearly the core values and practices of leadership required at all levels of the organization. Using specific examples, he convinces us that the key change principles are equally critical for leadership in business and education organizations." --John Evans, chairman, Torstar Corporation "In Leading in a Culture of Change, Michael Fullan deftly combines his expertise in school reform with the latest insights in organizational change and leadership. The result is a compelling and insightful exposition on how leaders in any setting can bring about lasting, positive, systemic change in their organizations." --John Alexander, president, Center for Creative Leadership "Michael Fullan's work is remarkable. He masterfully captures how leaders can significantly improve their learning and performance, even in the uncontrollable, chaotic circumstances in which they practice. A tour de force." --Anthony Alvarado, chancellor of instruction, San Diego City Schools "Too often schools and businesses are seen as separate and foreign places. Michael Fullan blends the best of knowledge from each into an exemplary template for improving leadership in both." --Terrence E. Deal, coauthor of Leading with Soul Business, nonprofit, and public sector leaders are facing new and daunting challenges--rapid-paced developments in technology, sudden shifts in the marketplace, and crisis and contention in the public arena. If they are to survive in this chaotic environment, leaders must develop the skills they need to lead effectively no matter how fast the world around them is changing. Leading in a Culture of Change offers new and seasoned leaders' insights into the dynamics of change and presents a unique and imaginative approach for navigating the intricacies of the change process. Michael Fullan--an internationally acclaimed expert in organizational change--shows how leaders in all types of organizations can accomplish their goals and become exceptional leaders. He draws on the most current ideas and theories on the topic of effective leadership, incorporates case examples of large scale transformation, and reveals a remarkable convergence of powerful themes or, as he calls them, the five core competencies. By integrating the five core competencies--attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations--leaders will be empowered to deal with complex change. They will be transformed into exceptional leaders who consistently mobilize their compatriots to do important and difficult work under conditions of constant change.
Book Summary: Bookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those in the middle who are increasingly tasked with trying to reshape, reorient, or recreate the capabilities of an organization? Leading Change from the Middle takes you on the journeys traveled by Kurt Mayer, an information technology executive in the Department of Defense trying to build a new IT system in record time with limited resources, and Stephen Wang, a mid-level leader in city government trying to build a capability for supporting commercial agriculture. Kurt and Stephen have to navigate complex organizational and stakeholder landscapes in which they often have few decision rights and few resources—a common scenario for mid-level leaders. One succeeds; one does not. While following Kurt and Stephen, the book introduces a new approach for increasing the likelihood of successfully leading change. This new approach breaks down into three core strategies: First, identify all relevant stakeholders and partition them into four categories: superordinates, subordinates, customers, and complementors/blockers (those who control needed resources but over whom the leaders have no authority). Second, for each stakeholder category, identify Communications, Strategies, and Tactics (referred to as CoSTS). Third, don’t stimulate negative emotions that make people DEAF—Disrespect, Envy, Anger, and Fear—to efforts to produce change. As the book follows the journeys of Kurt and Stephen, it walks through the details of each strategy. In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations—from the middle.
Book Summary: Written by a sitting college president who has presided over transformative change at a state university, this book takes on the big questions and issues of change and change management, what needs to be done and how to do it. Writing in a highly accessible style, the author recommends changes for higher education such as the reallocation of resources to support full-time faculty members in foundation-level courses, navigable pathways from community college to the university, infusion rather than proliferation of courses, and the role of state universities in countering the disappearance of the middle class. The book describes how these changes can be made, as well as why we must make them if our society is to thrive in the twenty-first century.
Book Summary: It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models. However these linear approaches to change are often based on the premise that change is predictable and straightforward, when actually change is complex, with the 'human' element often changing the functioning of the organizational system as a whole. Leading Change provides the practical framework that allows leaders to actively engage with a complex adaptive system to bring about successful organizational change. Supported by academic research, and grounded with a range of examples and cases, the book offers a genuine, viable alternative to existing approaches.
Book Summary: Bringing together the best practices of many of the most highly respected organizational thinkers shaping the future landscape of business, Leading for a Change finally answers the question of how to make leadership success a reality. This book is relevant for all leaders within the organization-from the shop floor, to those pushing the envelop with e-commerce to walnut row. The book's "5 Challenges of Organizational Leadership" enables readers to concentrate on specific tasks crucial to creating a unified, visionary and dynamic organization. The author's unique Leader's Map framework lays out the five universal challenges facing today's leaders: reframing the future, developing followership, teaching and learning, building community, and balancing paradox. The book's leadership "roadmap" and diagnostic surveys help readers assess their organization's current and emerging leadership challenges and devise new adaptable and anticipatory strategies. Drawing from the works of such luminary business gurus as Kouzes & Posner, Senge, Covey, Bennis, Hamel and others, the author has translated their wisdom into practical tools that bring clarity to the order and rhythm of what it takes to be a successful leader. Leading for a Change is straightforward and free from jargon. The unique underlying principles of the book are: Leadership can be learned, thus it is less art and mostly practice Leadership need not be a solo act. Leaders support each other to accomplish organization objectives The most successful leaders focus on using their strengths effectively Effective leaders learn to use leadership tools in ways that are natural to them
