Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization 免疫变化:如何在组织中克制并发现潜在的变化 最新 lit 百度云 下载 azw3 rb pdf kindle

...brilliant insights into the mysteries of the change process at the heart of personal and organizational success...Any leader seriously interested in developing new strengths in others-and in oneself-needs to read this book. --Daniel Goleman, author, Emotional Intelligence

Immunity to Change is a wonderfully original approach to a familiar problem: why many crucial change efforts fail. It shows how the core problems of resistance to change stem from the critical gaps between what is required and a leader's own level of development. I know of no book that does a better job of helping leaders understand the commitment to change and how to put it into practice. --Peter Senge, author, The Fifth Discipline, and coauthor, The Necessary Revolution

Not being able to change doesn't mean we're lazy, stubborn, or weak. A pair of Harvard educators (Lahey and Kegan) argue that our best-laid plans often fall through for smart, self-protective (and ingeniously

hidden) reasons. --O Magazine, December 2008

Preface and Acknowledgments

Introduction

PART Ⅰ UNCOVERING A HIDDEN DYNAMIC IN THE CHALLENGE OF CHANGE

ONE Reconceiving the Challenge of Change

TWO Uncovering the Immunity to Change

THREE "We Never Had a Language for It"

Engaging the Emotional Life of the Organization

PART Ⅱ OVERCOMING THE IMMUNITY TO CHANGE IN ORGANIZATIONS, INDIVIDUALS, AND TEAMS

FOUR Overcoming the Groupwide Immunity to Change A Collective Approach

FIVE David Doesn't Delegate Overcoming an Individual's Immunity to Change

SIX Cathy Can't Contain Herself Overcoming an Individual's Immunity to Change

SEVEN The Case of Nascent Pharmaceuticals Overcoming Individual Immunities to Help a Team Succeed

PART Ⅲ OVER TO YOU: DIAGNOSING AND OVERCOMING IMMUNITIES IN YOURSELF AND YOUR ORGANIZATION

EIGHT Unlocking Potential Three Necessary Ingredients

NINE Diagnosing Your Own Immunity to Change

TEN Overcoming Your Immunity to Change

ELEVEN Surfacing Your Collective Immunity to Change

CONCLUSION Growing Your Own How to Lead So People Develop

Notes

Index

About the Authors

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization 免疫变化:如何在组织中克制并发现潜在的变化在线阅读

在线听书地址：Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization 免疫变化:如何在组织中克制并发现潜在的变化在线收听

在线购买地址：Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization 免疫变化:如何在组织中克制并发现潜在的变化在线购买

Similarly, the way the self-transforming mind receives information includes the advantages of the self-authoring mind’s filter, but is not a prisoner of that filter. People at this level of mental complexity can still focus, select, and drive when they feel they have a good map. But they place a higher priority on information that may also alert them to the limits of their current design or frame. They value their filter and its ability to separate the wheat from the chaff, but they know it can also screen out “the golden chaff”, the unasked-for, the anomaly, the apparently inconsequential that may be just what is needed to turn the design on its head and bring it to the next level of quality.

Those with self-transforming minds are more likely to have the chance even to consider such information, because people are more likely to send it to them. Why is this? Because those with self-transforming minds not only attend to information once it gets to their door; they also realize their behavior can have a big effect, upstream, on whether people decide to approach the door. Others are not left guessing whether to send potentially “off-mission” communication they judge to be important. They send it because people with self-transforming minds have found ways to let them know such information will be welcomed.

Taken together, the cumulative data speaks anew to the problem of complexity: we begin to see how being at a given level of mental complexity can make a “complex world” more or less manageable.

These developments create demand for higher levels of education and training than were required of previous generations. Everyone acquainted with business culture knows this. What is not understood is that these developments also create new demands on our psychological resources. Specifically, these developments ask for a greater capacity for innovation, self-management, personal responsibility, and self-direction.

Heifetz distinguishes between two kinds of change challenges, those he calls “technical” and others he calls “adaptive.”

An event-focused approach views the successful completion of

the test as the concludingstep, the hurdle overcome or the obstacle

removed. Once we conduct that test (especially if it seems like a successful experience), we can feel the relief and sense of accomplishment of having completed an important task. We can savor and

appreciate the work that’s been done. This is all well and good, but it

is not learning. For purposes of adaptive learning, it’s important to

understand that the goal in conducting the test is not just to perform

the activity specified in the test. We need to collect data about what

happens as a consequence of that action, and then interpret those

outcomes to confirm or revise our big assumption.In other words,

the test has not actually been successful until its result ...

Similarly, the way the self-transforming mind receives information includes the advantages of the self-authoring mind’s filter, but is not a prisoner of that filter. People at this level of mental complexity can still focus, select, and drive when they feel they have a good map. But they place a higher priority on information that may also alert them to the limits of their current design or frame. They value their filter and its ability to separate the wheat from the chaff, but they know it can also screen out “the golden chaff”, the unasked-for, the anomaly, the apparently inconsequential that may be just what is needed to turn the design on its head and bring it to the next level of quality.

编辑推荐

ROBERT KEGAN and LISA LASKOW

　　LAHEY, coauthors of How the Way We Talk Car, Change the Way We Work, have been research and practice collaborators for twenty-five years. Kegan is the Willtiam and Miriam Meehan Professor in Adult Learning and Professional Development at Harvard University's Graduate School of Education. Lahey is the Associate Director of Harvard's Change Leadership Group and a founding principal of Minds at Work, a leadership-learning professional services firm.