HBR's Must Reads on Change Management

Having trouble viewing this email? Click here to see it in a web browser. 70% of all change initiatives fail. Don't let yours be one of them. HBR's 10 Must Reads on Change Management 70% of all change initiatives fail. But the odds turn in your company's favor once you understand that change is a multi-stage process—not an event—and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers. We've combed through hundreds of Harvard Business Review articles on change management and selected the most important ones to help you spearhead change in your organization. You'll receive time-tested advice from the preeminent management thinkers, including Kotter, Garvin, Beer, Heifetz, Nohria, Kim, and Mauborgne. Save more than 60% off the price of the individual articles when you buy this collection. All 10 articles on change management are yours for only $24.95!* Product #12599 • Ebook/PDF or Paperback ORDER NOW Only $24.95* This specially priced collection includes these 10 articles: Leading Change: Why Transformation Efforts Fail by John Kotter Why do so many change initiatives fail? Because transformation is not an event, but a process that must advance through carefully ordered stages. Learn how to implement the eight critical steps, including establishing a sense of urgency, creating short-term wins, and changing "the way we do things around here." Cracking the Code of Change by Michael Beer and Nitin Nohria When planning large-scale change, companies often choose between quickly creating economic value for shareholders or patiently developing an open, trusting corporate culture. But this change is not an either/or proposition. Instead, learn how to simultaneously balance these "hard" and "soft" approaches to successful change. Change through Persuasion by David Garvin and Michael Roberto Use this process to persuade your workforce to embrace change: 1) Convince employees that your business can't survive without radical change; 2) Explain in detail your plan's purpose and expected outcomes; 3) Acknowledge the pain of change; 4) Prevent backsliding by publicly reinforcing desired behavior and criticizing divisive activity. Tipping Point Leadership by W. Chan Kim and Renée Mauborgne Here's how to overcome hurdles facing any organization struggling to change: addiction to the status quo, limited resources, unmotivated employees, and opposition from powerful vested interests. Make unarguable calls for change, concentrate resources on what really matters, mobilize key players' commitment, and silence naysayers. The Real Reason People Won't Change by Robert Kagan and Lisa Laskow Lahey Tearing out your hair over employees who just won't change—especially ones who are smart, skilled, and deeply committed to your company? They may be caught in a "competing commitment"—a subconscious goal that conflicts with their stated commitments. Here's how to help them break through immunity to change. Why Change Programs Don't Produce Change by Michael Beer, Russell A. Eisenstat, and Bert A. Spector Faced with changing markets and tougher competition, more companies realize that they must transform how they function. Although senior managers understand the necessity for change, they often misunderstand what it takes to make it happen. The Hard Side of Change Management by Harold L. Sirkin, Perry Keenan, and Alan Jackson When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success vs. failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. Leading Change When Business Is Good by Paul Hemp and Thomas A. Stewart Lou Gerstner's was a hard act to follow. As CEO in what were arguably IBM's darkest hours, Gerstner brought the company back from the brink. After nearly 10 wrenching years, in which the big-machine manufacturer remade itself into a comprehensive software, hardware, and services provider, business was looking good. So the challenge for Sam Palmisano, when he took over as CEO, was to come up with a mandate for a second act in the company's transformation. Radical Change, the Quiet Way by Debra Meyerson Is there any way to rock the boat without falling out of it? In 15 years of research, professor Debra Meyerson has observed hundreds of professionals who have dealt with change by working behind the scenes, engaging in a subtle form of grassroots leadership. She calls them "tempered radicals" because they effect significant changes in moderate ways. Meyerson has identified four incremental approaches that managers can quietly use to create lasting cultural change. A Survival Guide for Leaders by Ronald A. Heifetz and Marty Linsky Let's face it, to lead is to live dangerously. This is particularly true when a leader must steer an organization through difficult change. When the status quo is upset, people feel a sense of profound loss and dashed expectations. It's no wonder they resist the change and often try to eliminate its visible agent. This "survival guide" offers a number of techniques for protecting yourself as you lead such a change initiative. View More Titles in the Series » Product #12599 • Ebook/PDF or Paperback To order by phone, call us toll-free at 800-668-6780 and mention referral code 02305. Outside the U.S. and Canada, call +1-617-783-7450. * Purchasers are responsible for all shipping charges, duties, taxes, brokerage fees, and/or import fees imposed by the country of import. Please check with your customs office for details. If you do not wish to receive special offer email messages from Harvard Business Review, click here. If you do not wish to receive any email messages from Harvard Business Review, click here. Copyright © 2014 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. 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