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Changing The Mind of the Organization by Christopher Martlew Pdf
Changing The Mind of the Organization is an inspiring how-to guide for leaders of change, taking a modern look at organizational change and incorporating cutting-edge thinking on neuroscience and the role of the leader in change management. Author Chris Martlew uses over 20 years of leadership experience in the internet and ecommerce industry to inform the book, focusing on a number of areas that will help leaders develop and grow, including: Seven perspectives on human development and change. A model of how we think. How we change our minds. Four styles of change leadership including a self assessment. The essential characteristics of agile teams. The five spiral dynamics of successful change. The eight Fs of agile organizations. Changing The Mind of the Organization is an innovative book and an essential read for any business leader. Reviews for Changing the Mind of the Organization: "Chris Martlew offers delightful insights into the need for change, the nature of change, and the effects of change." Jurgen Appelo, author of Management 3.0 and CEO of Happy Melly "Pacey, challenging and concise, serving an eclectic mix of neuroscience, applied psychology and business leadership." Dr. Henk Riesmeijer, Emeritus Psychologist and Founder of SPA Consult
Immunity to Change by Robert Kegan,Lisa Laskow Lahey Pdf
Unlock your potential and finally move forward. A recent study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive. Given that the status quo is so potent, how can we change ourselves and our organizations? In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us. This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.
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.
Managing Business Change For Dummies by Beth L. Evard,Craig A. Gipple Pdf
Managing Business Change For Dummies gives you practical step-by-step advice for evaluating your organization's change effort from start to finish. This friendly guide brings you specific techniques and tools for each step of the change process -- from how to pinpoint potential problems and resolve them quickly, to how to help employees respond to change with more flexible and positive attitudes.
#1 New York Times Bestseller “THIS. This is the right book for right now. Yes, learning requires focus. But, unlearning and relearning requires much more—it requires choosing courage over comfort. In Think Again, Adam Grant weaves together research and storytelling to help us build the intellectual and emotional muscle we need to stay curious enough about the world to actually change it. I’ve never felt so hopeful about what I don’t know.” —Brené Brown, Ph.D., #1 New York Times bestselling author of Dare to Lead The #1 New York Times bestselling author of Hidden Potential, Originals, and Give and Take examines the critical art of rethinking: learning to question your opinions and open other people's minds, which can position you for excellence at work and wisdom in life Intelligence is usually seen as the ability to think and learn, but in a rapidly changing world, there's another set of cognitive skills that might matter more: the ability to rethink and unlearn. In our daily lives, too many of us favor the comfort of conviction over the discomfort of doubt. We listen to opinions that make us feel good, instead of ideas that make us think hard. We see disagreement as a threat to our egos, rather than an opportunity to learn. We surround ourselves with people who agree with our conclusions, when we should be gravitating toward those who challenge our thought process. The result is that our beliefs get brittle long before our bones. We think too much like preachers defending our sacred beliefs, prosecutors proving the other side wrong, and politicians campaigning for approval--and too little like scientists searching for truth. Intelligence is no cure, and it can even be a curse: being good at thinking can make us worse at rethinking. The brighter we are, the blinder to our own limitations we can become. Organizational psychologist Adam Grant is an expert on opening other people's minds--and our own. As Wharton's top-rated professor and the bestselling author of Originals and Give and Take, he makes it one of his guiding principles to argue like he's right but listen like he's wrong. With bold ideas and rigorous evidence, he investigates how we can embrace the joy of being wrong, bring nuance to charged conversations, and build schools, workplaces, and communities of lifelong learners. You'll learn how an international debate champion wins arguments, a Black musician persuades white supremacists to abandon hate, a vaccine whisperer convinces concerned parents to immunize their children, and Adam has coaxed Yankees fans to root for the Red Sox. Think Again reveals that we don't have to believe everything we think or internalize everything we feel. It's an invitation to let go of views that are no longer serving us well and prize mental flexibility over foolish consistency. If knowledge is power, knowing what we don't know is wisdom.
Choosing Change: How Leaders and Organizations Drive Results One Person at a Time by Walter McFarland,Susan Goldsworthy Pdf
A Soundview Executive Summaries Best Business Book of 2014 and a Silver Medalist in the Axiom Business Book Awards! If there's one certainty in business today, it's this: Change is coming your way. You have no choice in the matter. The choice you do have is either to embrace it or bury your head in the sand. In Choosing Change, ASTD Chairman Walter McFarland and leadership executive coach Susan Goldsworthy offer a proven new model for not just facing inevitable change--but leveraging it as a tool for long-term success. The first step is personal: You must decide that you are going to change; only then can you lead change. From there, the authors present the tactics and strategies you need to compete today. Organized into two thematic sections, Choosing Change takes you step-by-step through the authors' dynamic model for leading any company to success. Part I explains how to apply the newest research findings in psychology, neuroscience, and executive development to implement change in yourself. Part II focuses on organizational theory, management, and organizational learning, showing you how to integrate change into your organizational DNA. Each section makes the process easy to understand by breaking it down into the Five Ds: Disruption: An experience or event that triggers a conscious choice to change Desire: Committing to goals and deciding upon the change necessary to meet them Discipline: Consistently taking steps that build the momentum required for sustainable change Determination: Developing the resilience to focus and deliver even when faced with setbacks Development: Establishing a system for continuous improvement, feedback, and ongoing learning If you want to survive and flourish in today's business world, you must be prepared to adapt to changing marketplace circumstances. Sudden changes in markets, society, and the economy have ruined industryleading companies overnight--because they weren't change-focused. Don't be one of them. Lead yourself and your organization to the top--and stay there--by Choosing Change. PRAISE FOR CHOOSING CHANGE: "The most essential talent for successful leaders will be having the capacity for conscious evolution — changing themselves and their organizations for the better. Susan and Walt introduce a fascinating multidisciplinary approach for developing this capacity. If you aspire to be part of the solution, this book can help, big time!" -- Richard Olivier, Artistic Director, Olivier Mythodrama, author of Inspirational Leadership "How do you respond to change and disruption? Ignore it? Resist it? React to it? Embrace it? Or create it? Choosing Change will help you find your choice point — and when you see and use it you will quickly be able to escape the habits of the past and build for the future." -- Daniel Denison, Professor of Management and Organization, IMD Business School, Chairman, Denison Consulting LLC , author of the Denison Organizational Culture Survey and the Denison Leadership Development Surveys "The only way to succeed today is to change before you need to. Goldsworthy and McFarland draw from over 60 of today's most successful leaders to create an unprecedented road map on exactly how to change before it's too late." -- Marshall Goldsmith, author of the New York Times bestsellers MOJO and What Got You Here Won't Get You There, Thinkers50 Award Winner for Most-Influential Leadership Thinker in the World "An outstanding contribution to the literature on leadership and change. In fact, their focus on both is unique. I recommend Choosing Change highly." -- Michael Watkins, international bestselling author of The First 90 Days, cofounder of Genesis Advisers, Professor IMD Business School "Change. Or be changed. This amazing book takes a deep dive into helping leaders create new possibilities -- for themselves and for their entire organizations." -- Patrick Sweeney, President of Caliper, coauthor of the New York Times bestseller Succeed on Your Own Terms "There were good books about personal change and good books about organizational change. Choosing Change is a great book linking the two domains and giving you the tools you need to succeed on both fronts." -- Jean-Francois Manzoni, Shell Chaired Professor of Human Resources and Organisational Development and Professor of Management Practice, INSE AD, author of the award-winning The Set-Up to Fail Syndrome “Goldsworthy and McFarland’s five principles make it easy to integrate change into your organization's DNA. The foundational knowledge in this book is critical for those who hope to successfully lead their organizations into the future.” -- T+D Magazine “A must-read!” -- People & Strategy
Teaching Smart People How to Learn by Chris Argyris Pdf
Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward—on anyone or anything they can. In Teaching Smart People How to Learn, Chris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees develop more productive responses. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice-many of which still speak to and influence us today. The HBR Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world-and will change how you think about the business world today.
Starts with One, It by J. Stewart Black,Hal Gregersen Pdf
Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. In It Starts with One, J. Stewart Black and Hal B Gregersen identify the core problem: changing individuals and the “mental maps” inside their heads must happen before you can change the organization. Just as actual maps guide people’s footsteps, mental maps guide daily behavior. Successful strategic change for the organization is all about changing individual mental maps and behaviors first, because they are the organization. To change organizations, you must break through your own brain barrier—and help those around you do the same. One step at a time, It Starts with One shows how to do that: how to create new destinations, and new, more inspiring effective paths to sustainable change. Black and Gregersen systematically identify the brain barriers that stand in your way: failure to see, failure to move, and failure to finish. Drawing on their extensive experience consulting with world-class organizations, they offer integrated tools, strategies, and solutions for overcoming each of these obstacles. This edition offers even more effective tools, more guidance on leading change in globalizing environments, and more insight into changing your own mental maps...liberating yourself to transform your entire organization. Overcoming the failure to see Why organizations miss obvious market transformations—and what to do about it Breaking through the failure to move Why people fail to change even when they see the need—and how to break through this barrier Conquering the failure to finish Why change “stalls out” and how to maintain the momentum Anticipating change Why too often people let the need to change become a crisis before acting—to build to a crisis before acting—and how to create the capability to anticipate change, move when needed, and finish in the future without “being told” To Change the Organization, First Change the Individual. To Change the Individual, Read This Book! Seventy percent of organizations that seek strategic change fail. Organizations can’t change because individuals don’t change. Individuals don’t change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps—and unleash their power to deliver superior, sustained strategic change. Thoroughly updated with new techniques, case studies, and examples, this book offers even more valuable insights for today’s leaders and managers. Among the highlights: a detailed new discussion of how you must change in order to lead change...new guidance on leading change in global environments...and more integrated tools and solutions you can start using today!
Beyond Performance 2.0 by Scott Keller,Bill Schaninger Pdf
Double your odds of leading successful, sustainable change Leaders aren’t short on access to change management advice, but the jury has long been out as to which approach is the best one to follow. With the publication of Beyond Performance 2.0, the verdict is well and truly in. By applying the approach detailed by authors, Scott Keller and Bill Schaninger, the evidence shows that leaders can more than double their odds of success—from thirty percent to almost eighty. Whereas the first edition of Beyond Performance introduced the authors’ “Five Frames of Performance and Health” approach to change management, the fully revised and updated Beyond Performance 2.0 has been transformed into a truly practical “how to” guide for leaders. Every aspect of how to lead change at scale is covered in a step-by-step manner, always accompanied by practical tools and real-life examples. Keller and Schaninger’s work is distinguished in many ways, one of which is the rigor behind the recommendations. The underpinning research is the most comprehensive of its kind—based on over 5 million data points drawn from 2,000 companies globally over a 15-year period. This data is overlaid with the authors’ combined more than 40 years of experience in helping companies successfully achieve large-scale change. As senior partners in McKinsey & Company, consistently named the world’s most prestigious management consulting firm, Keller and Schaninger also draw on the shared experience of their colleagues from offices in over 60 countries with unrivaled access to CEOs and senior teams. Beyond Performance 2.0 also dares to go against the grain—eschewing the notion of copying best practices and instead guiding leaders to make choices specific to their unique context and organization. It does this with meticulously balance of focus on short- and long-term considerations, and on fully addressing the hard technical and oft cultural elements of making change happen. Further, the approach doesn’t just focus on delivering change; it builds an organization’s muscle to continuously change, making it healthier so that it can act with increased speed and agility to stay perpetually ahead of its competition. Leaders looking for a proven approach to leading large-scale change from a trusted source have found what they are looking for in Beyond Performance 2.0.
Managing Change in Organizations by Colin A. Carnall Pdf
Adopting a conceptual approach, this introduction to the management of change in organisations includes topical case studies which allow students to review ideas and models.
Every day on the job, you face common challenges. And you need immediate solutions to those challenges. The Pocket Mentor Series can help. Each book in the series is packed with handy tools, self-tests, and real-life examples to help you identify your strengths and weaknesses and hone critical skills. Whether you?re at your desk, in a meeting, or on the road, these portable, concise guides enable you to tackle the daily demands of your work with speed, savvy, and effectiveness. The latest volume in the series: Managing Change In order to remain competitive in increasingly aggressive markets managers must adopt a positive attitude towards change. Successful managers know how to embrace change with an open mind and use it as a stimulus for new ideas, enthusiasm and progress. In Managing Change, you'll learn how to - Recognize the importance of communicating throughout all phases of change - Understand and address people's reactions to change - Understand a systematic approach for creating and implementing change - Prepare your unit or group to become change-ready
Changing Organizational Culture by Mats Alvesson,Stefan Sveningsson Pdf
How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects. This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com. Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.
Re-energizing the Corporation by Jonas Ridderstrale,Mark Wilcox Pdf
Re-energizing The Corporation is built on the groundbreaking 3e leadership model which makes sense of the three Es of Envisioning, Engaging and Executing. By understanding and following the model, you will be able to create compelling pictures of the future of your organization; build a following of individuals committed to getting the vision into reality; and maximize team performance to deliver on your dream.
Neuroscience for Organizational Change by Hilary Scarlett Pdf
Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus, organizations can increase employee engagement, productivity and well-being to successfully manage periods of uncertainty. Drawing on the latest scientific research and verified by an independent neuroscientist, Neuroscience for Organizational Change explores the need for social connection at work, how best to manage emotions and reduce bias in decision-making, and why we need communication, involvement and storytelling to help us through change. Practical tips and suggestions can be found throughout, as well as examples of how these insights have been applied at organizations such as Lloyds Banking Group and GCHQ. The book also sets out a practical science-based planning model, SPACES, to enhance engagement. This updated second edition of Neuroscience for Organizational Change contains new chapters on planning the working day with the brain in mind and on overcoming the difficulties related to behavioural change. It also features up-to-the-minute wider content reflecting the latest insights and developments, and updated case studies from the first edition which give a long-term view of the benefits of applying neuroscience in organizations.
