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Leading Strategic Change: Breaking Through the Brain Barrier
Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure to see, failure to move, and failure to finish--and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to achieve them. This book systematically shows you how to implement the single change that makes all the others redirecting individuals' ideas and expectations to be aligned with the new direction of the company.
224 pages, Paperback
First published June 12, 2002
27 people are currently reading
159 people want to read
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Displaying 1 - 11 of 11 reviews
November 28, 2023
I enjoyed this leadership book by Black & Gregersen. The concept of mental maps was interesting as it touched on so many aspects of the change process.
"It Starts With One" is very readable and easy to apply to a variety of organizational structures and situaitons.
"It Starts With One" is very readable and easy to apply to a variety of organizational structures and situaitons.
July 6, 2023
Solid book about leasing change. Excellent simple graphical depiction of presented concepts.
October 19, 2009
An organizational change program that truly works
The Greek philosopher Heraclitus taught that nothing is permanent except change. But, in business, even attempts to change aren’t permanent – in fact, corporate transformations are usually either temporary or doomed at the outset. Executives order organizational shifts, assuming that their employees will institute them immediately as instructed and that fruitful transformation will thus ensue promptly. Unfortunately, that seldom happens because human beings, including your staffers, strongly resist giving up comfortable patterns. They will hew to familiar paths unless you or your “change champions” intercept them, one by one, explain J. Stewart Black and Hal B. Gregersen. Their book on organizational transformation makes it clear that companies cannot alter the status quo unless leaders can convince employees to adjust their mindsets and processes first. The authors outline an approach to corporate change rooted in this concept. While their plan is not exactly quick and easy, it is methodical and logical. getAbstract recommends their book to executives and managers who want to direct and control organizational change by working with their employees instead of dictating to them. Why? Because, say Black and Gregersen, one way works and the other way doesn’t.
The Greek philosopher Heraclitus taught that nothing is permanent except change. But, in business, even attempts to change aren’t permanent – in fact, corporate transformations are usually either temporary or doomed at the outset. Executives order organizational shifts, assuming that their employees will institute them immediately as instructed and that fruitful transformation will thus ensue promptly. Unfortunately, that seldom happens because human beings, including your staffers, strongly resist giving up comfortable patterns. They will hew to familiar paths unless you or your “change champions” intercept them, one by one, explain J. Stewart Black and Hal B. Gregersen. Their book on organizational transformation makes it clear that companies cannot alter the status quo unless leaders can convince employees to adjust their mindsets and processes first. The authors outline an approach to corporate change rooted in this concept. While their plan is not exactly quick and easy, it is methodical and logical. getAbstract recommends their book to executives and managers who want to direct and control organizational change by working with their employees instead of dictating to them. Why? Because, say Black and Gregersen, one way works and the other way doesn’t.
August 4, 2014
Desde Leader Summaries recomendamos la lectura del libro Todo empieza con un paso, de Hal Gregersen y Stewart Black.
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: innovación, innovación, desarrollo y cambio.
En el siguiente enlace tienes el resumen del libro Todo empieza con un paso, Las 3 barreras que impiden a las empresas adaptarse al cambio: Todo empieza con un paso
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: innovación, innovación, desarrollo y cambio.
En el siguiente enlace tienes el resumen del libro Todo empieza con un paso, Las 3 barreras que impiden a las empresas adaptarse al cambio: Todo empieza con un paso
August 8, 2008
Some refreshing tools and insights - maybe it was the book I needed at this particular tim in my life or it is really good :) I liked the model - easy to use and remember - must rea again in a few years.
April 7, 2013
I really enjoyed this book. It does a wonderful job of breaking down the reasons why change doesn't happen in organizations and provides some suggested tools and techniques for ensuring the change happens. I'm looking forward to using the tools and techniques for my own change leadership needs.
January 28, 2009
Just started for work...
April 5, 2012
A very interesting perspective - focuses on change at the individual level and why it's so important.
January 3, 2014
This book was a bit dry. I really enjoy leadership books but this one did not catch my attention like i expected it to.
April 26, 2016
Read for my masters course. I liked the principles of it but found it hard to read sometimes with it's style.
June 13, 2022
متنی نوشته ام. طولانیست.
کتاب خوبی است و اگر شک دارید، قطعا بخوانید
کتاب خوبی است و اگر شک دارید، قطعا بخوانید
Displaying 1 - 11 of 11 reviews