Seventy percent of all change initiatives fail. Yours won’t have to—when you apply the practices provided in HBR on Leading Through Change. In this vital new resource, today’s leading thinkers offer suggestions for articulating a compelling vision of an organization’s future, overcoming employee resistance to change, and surmounting other challenges that come with leading change.
This was a short read and had a lot of great information in it. Like most books published by HBR, they're a wonderful way to practice continual self improvement and professional development. My own organization is continuing to go through some major changes and has been for the last handful of years. Some of the internal changes were accelerated and others were slowed by COVID, but this is a good book for people who are seeing the changes happening and trying to figure out how they can lead their own part of the organization through it successfully.
Quinn's article on Moments of Greatness (transformational questions), Kotters piece on common errors to change, and Abrahamson's article on painless change (tinkering, kludging, and shameless borrowing) are the really great articles.
The rest is good, mediocre, or relevant to narrow contexts, as we would expect of HBR.
Key takeaways: dynamic stability, incrementalism, and getting permission to have rigorously honest discussions are the keys to change management.
This was good. A series of short articles all interconnected. This had a good amount of useful information although at times it did get a bit repetitive.
Обожаю подборки статей по одной теме - позволяет в сжатые сроки минимально понять тему. Эта подборка не исключение - не смотря на то, что статьи датированы 2006 годом (и это самые новые из них)