附註:Includes bibliographical references (pages 165-168) and index.
pt. 1. A framework for change -- There's no silver bullet -- Change begins: does it always take a crisis? -- The limits of ideals and vision statements -- pt. 2. The four levers -- The human factor -- The uses of power: patterns of failure and success -- Social process: the engine of change -- Dimensions of leadership -- pt. 3. Ensuring continued success -- Keeping change on course: identification and alignment -- Making change work.
摘要:In The Four Levers of Corporate Change, authors Peter L. Brill and Richard Worth provide an insightful new model that makes human behavior central to any change effort - and gets employees to embrace change rather than work against it. The book describes four "levers" or change drivers that managers and CEOs can use to initiate change and give it momentum down the road: understand human nature and turn traits such as anxiety and suspicion into positive qualities such as trust and dedication; wield power skillfully and effectively, a critical factor that - if misapplied - can backfire and destroy a company's entire effort; use group social processes to transform employees' belief systems and drive change throughout the organization; and employ effective leadership to get employees to identify with the change initiative and keep it moving ahead. Based on extensive author interviews with senior executives and research conducted by faculty at the Wharton School, this lively, readable book also shows you how to translate the four levers of change into 12 hallmarks of outstanding organizations; these include becoming cross-functional, customer-driven, flexible, and entrepreneurial. And it's filled with illuminating historical anecdotes, as well as current examples of the change process in action.
