Change Management


Leading Change
Switch: How to Change Things When Change Is Hard
Our Iceberg Is Melting
Who Moved My Cheese?
Managing Transitions: Making the Most of Change
The Heart of Change: Real-Life Stories of How People Change Their Organizations
ADKAR: A Model for Change in Business, Government and our Community
HBR's 10 Must Reads on Change Management (including featured article “Leading Change” )
Influencer: The Power to Change Anything
Lean Change Management: Innovative practices for managing organizational change
Change Management: The People Side of Change
Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change Management
A Sense of Urgency
Immunity to Change (Leadership for the Common Good)
The Fifth Discipline: The Art & Practice of The Learning Organization
Bee Focused by Scott ProposkiChange Confusion by Chris LewisHBR's 10 Must Reads on Change Management by Harvard Business ReviewLeading Change by John P. KotterChange Management by Jeffrey M. Hiatt
The Best Change Management Books
7 books — 4 voters
Real Life by Jamil SoucarThe Conscious Project Leader by Colin D. EllisProject Management by Harold R. KerznerConceal Reveal by Julie WillisEstimate, Guess, or Promise? by Douglas R Allen
Project Management
19 books — 12 voters

Superintelligence by Nick BostromThe Data Garden And Other Data Allegories  by Paul Daniel JonesLeading Change by John P. KotterSwitch by Chip HeathMeasure What Matters by John Doerr
Data Consulting
27 books — 3 voters
The Art of War by Sun TzuNever Go With Your Gut by Gleb TsipurskyWrong Planet - Searching for your Tribe by Karl WigginsAntifragile by Nassim Nicholas TalebCrucial Conversations by Kerry Patterson
Best Books on Risk Taking
46 books — 52 voters

Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly
Peter F Gallagher

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance
Peter F Gallagher

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