Read e-book online Harvard Business Review on Culture and Change PDF
By Harvard Business Press
This specific assortment appears to be like on the usually messy and tough strategy of altering place of work tradition. The articles study why there's resistance to alter at the company and person point and explains the influence of passive aversion to cultural difficulties on corporation functionality.
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Extra info for Harvard Business Review on Culture and Change
Resistance to change does not reflect opposition, nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people are unwittingly applying productive energy toward a hidden competing commitment. The resulting dynamic equilibrium stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change. The Real Reason People Won’t Change 39 When you, as a manager, uncover an employee’s competing commitment, behavior that has seemed irrational and ineffective suddenly becomes stunningly sensible and masterful—but unfortunately, on behalf of a goal that conflicts with what Helping people overcome you and even the employee their limitations to become are trying to achieve.
The process can put names to very personal feelings people are reluctant to disclose, such as A Diagnostic Test for Immunity to Change The most important steps in diagnosing immunity to change are uncovering employees’ competing commitments and unearthing their big assumptions. To do so, we ask a series of questions and record key responses in a simple grid. Below we’ve listed the responses for six people who went through this exercise, including the examples described in the text. The grid paints a picture of the change-immunity system, making sense of a previously puzzling dynamic.
The pilot taught us 24 Munck an invaluable lesson: Not only is it possible to change deep-rooted attitudes about work, but doing so can lead to improved business practices and higher efficiency. ” moments—when the lightbulb inside your brain goes on. At the time, I was in charge of the Copley Marriott in Boston, a 1,150-room convention hotel that is one of Marriott’s largest properties. I was having a one-on-one rap session with the person who oversaw our switchboard operations, a young guy in his twenties who was one of our best entry-level managers, and I asked him where he saw himself in five years.
Harvard Business Review on Culture and Change by Harvard Business Press