Check Out The Real Reason People Won't Change (HBR OnPoint Enhanced Edition) for $6.50

The Real Reason People Won't Change (HBR OnPoint Enhanced Edition) Review

The Real Reason People Won't Change (HBR OnPoint Enhanced Edition) Overview

This is an enhanced edition of the HBR reprint R0110E, originally published in November 2001. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Every manager is familiar with the employee who just won't change. Sometimes it's easy to see why--the employee fears a shift in power or the need to learn new skills. Other times, such resistance is far more puzzling. An employee has the skills and smarts to make a change with ease and is genuinely enthusiastic--yet, inexplicably, does nothing. What's going on? In this article, two organizational psychologists present a surprising conclusion. Resistance to change does not necessarily reflect opposition nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people unwittingly apply productive energy toward a hidden competing commitment. The resulting internal conflict stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change. An employee who's dragging his feet on a project, for example, may have an unrecognized competing commitment to avoid the even tougher assignment--one he fears he can't handle--that might follow if he delivers too successfully on the task at hand. Without an understanding of competing commitments, attempts to change employee behavior are virtually futile. The authors outline a process for helping employees uncover their competing commitments, identify and challenge the underlying assumptions driving these commitments, and begin to change their behavior so that, ultimately, they can accomplish their goals.

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Customer Reviews

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Check Out The man who set out to change the media: Bill Porter founded a global think-tank out of his concern about the media's influence. Michael Smith tells his ... PROFILE): An article from: For A Change for $5.95

The man who set out to change the media: Bill Porter founded a global think-tank out of his concern about the media's influence. Michael Smith tells his ... PROFILE): An article from: For A Change Review

The man who set out to change the media: Bill Porter founded a global think-tank out of his concern about the media's influence. Michael Smith tells his ... PROFILE): An article from: For A Change Overview

This digital document is an article from For A Change, published by Thomson Gale on October 1, 2005. The length of the article is 1495 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: The man who set out to change the media: Bill Porter founded a global think-tank out of his concern about the media's influence. Michael Smith tells his story.(CAUX 2005: PROFILE)
Author: Michael Smith
Publication:For A Change (Magazine/Journal)
Date: October 1, 2005
Publisher: Thomson Gale
Volume: 18 Issue: 5 Page: 14(2)

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Customer Reviews

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Check Out Organizational Surveys: Tools for Assessment and Change. (book reviews): An article from: Government Finance Review for $5.95

Organizational Surveys: Tools for Assessment and Change. (book reviews): An article from: Government Finance Review Review

I purchased this 418pp volume in 1998 and recently re-read this book to reacquaint myself with the rich material. What Kraut has done as an editor is to select 35 pertinent papers that discuss Organizational Surveys under three main heading:
1) Purposes and uses.
2) The Survey process.
3) Special applications - such as linking survey results to "hard" figures such as productivity and performance.

The book is packed with sage advice, both academic and practical. For example it counsels researchers to work closely with insiders in order to get the most useful surveys, and it spends many pages discussing the questions of implementing the recommendations and the whole issue of raising employee expectations by even conducting surveys.

But what a lot has occurred in the 10 years since this book was edited. I find on re-reading that several cutting-edge ideas (linking internal results to customer satisfaction measures) are fairly standard now; and of-course the advent of web-based online surveys has had a major effect upon the practicability and style of conducting employee research. Online surveys, with their wonderful capacity to capture open-enders, really enable researchers to glue their quant findings much closer to qualitative styles of research including focus groups (given scant coverage here) and ethnography: the act of observing how the organisation does things. In essence, I don't feel the collection of papers deals quite adequately with the central question: what is it that makes organizational research and surveys different from other kinds of research.

One key difference is the question of culture, and the way sub-units within an organisation may act as distinct and cohesive "tribes" capable of affirming, or subverting the overall objectives of the organisation by applying their sense of values, sense of fairness and sense of direction to their day-to-day involvement. Fascinating stuff - but this volume only discusses such issues in a generic manner.

In short, the publishers might be prompted to consider a new updated edition. This book was state of the art 10 years ago, but its relevance is diminishing. I still give it four stars (just) because of the quality of the writing and the value of its insights - but the book is no longer solid gold. There's rust appearing on the bodywork, and readers will need to find other volumes to accompany this one. That's not a bad approach because the subject-matter has evolved quickly.

Organizational Surveys: Tools for Assessment and Change. (book reviews): An article from: Government Finance Review Overview

This digital document is an article from Government Finance Review, published by Government Finance Officers Association on April 1, 1997. The length of the article is 588 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Organizational Surveys: Tools for Assessment and Change. (book reviews)
Author: Greg C. Gaskins
Publication:Government Finance Review (Magazine/Journal)
Date: April 1, 1997
Publisher: Government Finance Officers Association
Volume: v13 Issue: n2 Page: p63(1)

Article Type: Book Review

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Customer Reviews

Was good to the last chapter...then was a downer. - deshort@aol.com - Oklahoma City, Ok
Book covers a wide variety of survey topics very well. I underlined a great many thoughts. One thought that occured to me was that I was on my way to doing Organizational Surveys. But at the end was warned "I would be a 'bounder' if I read a few books and started practicing." It seems this book's final conclusion is that you need to join the Union to do surverys, ie. be a phd or working under one. The book was still a great value.







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Check Out Harvard Business Essentials: Managing Change and Transition--A Harvard Business School Press Book Summary in Partnership with getAbstract for $6.95

Harvard Business Essentials: Managing Change and Transition--A Harvard Business School Press Book Summary in Partnership with getAbstract Review

Harvard Business Essentials: Managing Change and Transition--A Harvard Business School Press Book Summary in Partnership with getAbstract Overview

Institutional change can be scary, but learning how to manage it can demystify it. This book provides immediately applicable conceptual tools, from broad theoretical frameworks to specific tables and checklists, you can use during the change process.

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