How is This Book Unique?
It is New, Practical, Hopeful, Controversial, Universally
Relevant, and it's Overdue.
It's New
Over 40 years of published work on how to manage resistance
has fallen short. Why? They ignore the one crucial, "illogical"
problem unique to resistance to change: "Why
do people persist in holding on to the status quo - even when
it is in their own personal self interest to release it?"
This is the first book to address this. That's what
this book is all about.
It's Practical
This is the first book to give change leaders a
clear and effective guide on how to dissolve resistance
to change. It separates logic-based from emotion-based
resistance and then develops a step by step discussion plan
for dissolving resistance to change. It works.
It Offers Hope
The message is clear. You can manage resistance
to change. You will increase the success rates for
change programs. Leaders can take comfort in knowing that
subordinates who resist are not necessarily "insubordinate
resistors," but more likely well-intentioned employees
facing a serious personal dilemma created by pressure to change.
The book redefines the role of change leader. It outlines
totally new role expectations that finally give leaders of
change responsibilities they can perform successfully.
It's Controversial
Fifty years of prescriptions by the experts are off target
- way off target. The experts tell us to only
use logical problem solving to "overcome" all resistance
to change. It doesn't work. It often makes matters worse.
An "illogical" alternative is the solution. This
is it.
It Speaks to All Managers
Several times a year every manager, administrator
and first-line supervisor asks himself or herself: "Why
won't my employees enthusiastically commit to change programs
that promise positive results for our organization?"
And, "What can I do about it?" This is the first
book that gives answers to those questions that actually
work. This book offers help to all executives, managers,
informal leaders, internal and external organizational consultants.
It's Overdue. Why?
- Fifty to seventy percent of all change projects fail.
- Why do they fail? Resistance to change. So say Fortune
500 executives.
- Why is resistance to change the culprit? Common, logical
prescriptions for "overcoming" resistance increase,
rather than decrease, the level of resistance to change.
- Why do the conventional approaches not work? They incorrectly
treat resistance as a logical problem to be solved, rather
than an illogical, emotional reaction to be dissolved.
- What is the solution to this problem? This book.
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