By J. Stewart Black
Of corporations that search strategic swap, 70% fail. In Leading Strategic Change,now in paperback, best specialists J. Stewart Black and Hal B. Gregersen learn the middle challenge: corporations fail to alter simply because members fail to alter. Black and Gregersen determine the "brain obstacles" that continue strategic switch from success--failure to determine, failure to maneuver, and failure to finish--and supply a start-to-finish process for supporting others switch how they view their targets and the stairs they need to take to accomplish them. This publication systematically indicates you the way to enforce the only swap that makes all of the others attainable: redirecting participants' principles and expectancies to be aligned with the hot path of the company.
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Extra info for Leading strategic change : breaking through the brain barrier
The core of 6 Sigma focuses on identifying defects in a production process and eliminating them to get as close as possible to zero defects. Chapter 2 • Brain Barrier #1 19 nounce the company’s name—Nokia. Was it No´-kia (with the emphasis on the “No”) or No-kia´ (with the emphasis on the “kia”)? And what does a company that has been in the forest products business for over 100 years and excels at making rubber boots for fishermen know about high tech? So what if Nokia went with this new digital phone?
If we follow the strip map sequence, stay within the narrow parameters, and succeed in reaching our desired destination, why would we necessarily think about alternative sequences or other paths off the beaten track to the left or the right? The answer is that we don’t. Who has time to argue with success? The sequence worked, so let’s not think too much about other alternatives and, instead, simply use the map again. Consider Barnes & Noble for example. CEO, Lennie Riggio, got his start in selling books when he dropped out of New York Uni- EXHIBIT 2-7 The road from London to Rome.
Fools Map of the World, c. ) composed of preexisting and successful mental maps. These incredibly powerful maps determine how people see the world of work, guiding their daily steps and behaviors. Indeed, our heads are chock full of such maps, and just as the court jester shown in Exhibit 1-2, the maps in our head—far more than the eyes on our face—frame our personal views of the world. The power of these mental maps surprised our colleague several years ago. He was hired as a consultant to help transform a meatpacking factory from an authoritarian top-down management system to a high-involvement, participative one.
Leading strategic change : breaking through the brain barrier by J. Stewart Black