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Beyond the Wall of Resistance : Why 70% of All Changes Still Fail - And What You Can Do About it - Rick Maurer

Beyond the Wall of Resistance

Why 70% of All Changes Still Fail - And What You Can Do About it

Paperback

Published: 16th June 2010
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Companies that don't change die. Change is everyday corporate life - plans for cost cutting, restructuring, new technology, quality improvement, new products/services are ongoing challenges in companies of all sizes. Resistance is a huge roadblock. This real-world guide shows frustrated managers how to build support for change and stay competitive. Practical approaches with new case studies show how to deal with resistance in a way that retains strong working relationships while achieving successful change.

Dedicationp. 7
Why Most Changes Failp. 11
Four of the Biggest Mistakes Leaders Makep. 12
There Is Good Newsp. 14
The Stages of a Successful Change and What Disrupts Itp. 17
The Cycle of Changep. 18
What Disrupts Forward Movementp. 22
The Stages of Changep. 26
Creating Conditions for Changep. 28
Bridging the Gapp. 30
Knowing What to Dop. 31
Why People Support You and Why They Resistp. 33
What Is Resistance?p. 34
Why People Resist Youp. 38
I Don't Get Itp. 38
I Don't Like Itp. 39
I Don't Like Youp. 41
The Positive Side of the Three Levelsp. 42
How to Recognize Resistancep. 44
Bridging the Gapp. 49
An Interviewp. 50
The Danger of Knee-Jerk Reactionsp. 53
Knee-Jerk Reactionsp. 55
Why the Knee-Jerks Seldom Workp. 59
Working with Your Own Knee-Jerk Reactionsp. 61
Bridging the Gapp. 61
An Interviewp. 62
Ignore the Context at Your Perilp. 65
Why We Miss the Contextp. 66
Bad Apples or Bad Barrels?p. 67
Looking at the Contextp. 68
Bridging the Gapp. 83
Bridging the Knowing-Doing Gapp. 85
How to Make a Compelling Case for Changep. 87
What Most Successful Changes Have in Commonp. 88
What Does It Mean to Make a Case for Change?p. 89
What to Avoidp. 90
What It Takes to Make a Compelling Casep. 95
Bridging the Gapp. 102
How You Know You've Made a Compelling Casep. 104
How to Get Started on the Right Footp. 105
What Does It Mean to Get Started on the Right Foot?p. 107
What to Avoidp. 108
What It Takes to Get Started on the Right Footp. 111
Bridging the Gapp. 117
How You Know You've Started on the Right Footp. 119
An Interviewp. 120
How to Keep Change Alivep. 123
What Does It Mean to Keep Change Alive?p. 124
Things to Avoidp. 125
What It Takes to Keep Change Alivep. 128
Contract with Other Leadersp. 132
Building Capacity for the Next Time and the Time After Thatp. 134
The Possibility of an Organization Where Capacity for Change Is a Givenp. 136
Bridging the Gapp. 138
How to Tell When You've Succeeded in Keeping Change Alivep. 139
Getting Back on Trackp. 141
What It Means to Get Back on Trackp. 142
What to Avoidp. 142
What It Takes to Get Back on Trackp. 143
Bridging the Gapp. 156
How You Can Tell You Are Back on Trackp. 158
An Interviewp. 158
Narrowing the Gap the Next Timep. 161
Expanding Your Ability to Apply What You've Learnedp. 163
Working with Your Own Teamp. 164
Evaluating an Approach to Changep. 165
Working with Consultantsp. 167
Choosing Someone to Lead a Projectp. 169
Supervising Someone Who Is Leading a Changep. 169
Guiding Your Own Actionsp. 170
Moving Toward Masteryp. 173
Shift Your Intention, Change the Outcomep. 175
An Interviewp. 180
Building the Skills You Needp. 183
Getting the Support You Need to Practice Deliberatelyp. 188
Endnotesp. 189
Resourcesp. 192
Toolkit Indexp. 193
Indexp. 196
Acknowledgmentsp. 205
About the Authorp. 207
Order Informationp. 208
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9781885167729
ISBN-10: 1885167725
Audience: General
Format: Paperback
Language: English
Number Of Pages: 207
Published: 16th June 2010
Publisher: ABRADALE PR
Country of Publication: US
Dimensions (cm): 23.52 x 16.61  x 1.58
Weight (kg): 0.35
Edition Number: 2
Edition Type: Revised