It Starts With One: Changing Individuals Changes Organizations / Edition 2

Hardcover (Print)
Buy Used
Buy Used from BN.com
$26.24
(Save 25%)
Item is in good condition but packaging may have signs of shelf wear/aging or torn packaging.
Condition: Used – Good details
Used and New from Other Sellers
Used and New from Other Sellers
from $1.99
Usually ships in 1-2 business days
(Save 94%)
Other sellers (Hardcover)
  • All (17) from $1.99   
  • New (3) from $12.51   
  • Used (14) from $1.99   
Close
Sort by
Page 1 of 1
Showing All
Note: Marketplace items are not eligible for any BN.com coupons and promotions
$12.51
Seller since 2007

Feedback rating:

(794)

Condition:

New — never opened or used in original packaging.

Like New — packaging may have been opened. A "Like New" item is suitable to give as a gift.

Very Good — may have minor signs of wear on packaging but item works perfectly and has no damage.

Good — item is in good condition but packaging may have signs of shelf wear/aging or torn packaging. All specific defects should be noted in the Comments section associated with each item.

Acceptable — item is in working order but may show signs of wear such as scratches or torn packaging. All specific defects should be noted in the Comments section associated with each item.

Used — An item that has been opened and may show signs of wear. All specific defects should be noted in the Comments section associated with each item.

Refurbished — A used item that has been renewed or updated and verified to be in proper working condition. Not necessarily completed by the original manufacturer.

New
2008-01-20 Hardcover New NEW. First Edition. NO remainder markings. A brand new book perfect inside and out. In a nice dj as well.

Ships from: Midland, VA

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
  • Express, 48 States
  • Express (AK, HI)
$59.47
Seller since 2010

Feedback rating:

(206)

Condition: New
Hardcover New 0132319845 New Condition ~~~ Right off the Shelf-BUY NOW & INCREASE IN KNOWLEDGE...

Ships from: Geneva, IL

Usually ships in 1-2 business days

  • Canadian
  • International
  • Standard, 48 States
  • Standard (AK, HI)
  • Express, 48 States
  • Express (AK, HI)
$65.00
Seller since 2014

Feedback rating:

(114)

Condition: New
Brand new.

Ships from: acton, MA

Usually ships in 1-2 business days

  • Standard, 48 States
  • Standard (AK, HI)
Page 1 of 1
Showing All
Close
Sort by

Overview

“PROVOCATIVE, PRACTICAL, POWERFUL!”

Stephen R. Covey, Author of The Seven Habits of Highly Effective People

“For any executive, this is an excellent roadmap for leading strategic change!”

Bill Marriott, Chairman and CEO, Marriott International, Inc.

“Finally a book that gets it right. Organizations don’t change.
People change. It Starts with One gives extremely practical tools to make real change happen.”

Jack Zenger, Author of The Extraordinary Leader and CEO and Co-founder of ZengerFolkman

“All successful businesses accept the need for change. It Starts with One steers the reader through the complexities of modern leadership and delivers a powerful framework for transforming old patterns of action into new strategic direction, emphasizing what matters most–the people.”

Edward Dolman, CEO, Christie’s International plc

“Black and Gregersen debunk the myth that organizations change by changing the organization. They understand the real dynamics a leader must manage to convert the hearts and minds of people in a complex organization to a new direction. If you are trying to shake things up and make lasting change, this is a must-read book.”

Gary L. Crittenden, CFO Citigroup

“This book broke my own brain barrier, asking me to think differently about ideas and processes that I’d become too comfortable with. It’s a significant contribution to the field of organizational change and will undoubtedly help us be more successful with change. And I love the maps–they provoke my intellect and imagination.”

Margaret J. Wheatley, Author of Leadership and the New Science, Turning to One Another, and Finding Our Way

“What a pleasure to find a book on change focused on ‘leading’ rather than ‘managing’ change. Leaders create change; they don’t react to it. This book addresses the crux of that leadership issue by focusing on people, where the real change must occur.”

Richard D. Hanks, Chairman and President, Mindshare Technologies

“Few things add greater value than effectively leading strategic change. Few books show you how to do it better than this one.”

Dave Ulrich, Author of Leadership Brand, Professor of Business, University of Michigan and Partner, The RBL Group (www.rbl.net)

“A significant barrier to any major change or innovation management process is in transparently defining the past and desired future state, then connecting the move from the former to latter in an inspirational way. It Starts with One offers novel framing and straightforward stepback, targeted thinking that can streamline and turbocharge the challenging change process.”

David N. DiGiulio, Consultant and former Vice President, Research & Development, Procter & Gamble

“Leading successful strategic change is one of the biggest and most important challenges executives face today. Black and Gregersen offer a practical set of concepts and tools to meet that challenge.”

Sue Lee, Senior Vice President, Human Resources and Communications, Suncor Energy Inc.

“I found this book special in several ways. It is not the usual description of the stages of change. Instead, it describes the process of change in human terms–the way people really experience it. They go beneath and look at assumptions (mind maps) that hold people back from being able to change.”

Jean Broom, Consultant and former Senior Vice President, Human Resources, Itochu International, Inc.

“Talk about change has far outstripped leaders’ ability to successfully lead it. Black and Gregersen push the change leaders to explore how they think about or ‘map’ the world in which we live. These maps become either a critical barrier or an asset to their ability to lead change. The authors also provide a challenging self-examination for the serious leader to assess his or her ability to create long-lasting and effective change. Thoughtful leaders will give this a very thoughtful read.”

Ralph Christensen, Author of Roadmap to Strategic HR

“Strategic change happens one person at a time. Black and Gregersen bring this statement to life by supplying critical insight combined with essential tools for helping individuals negotiate their

way through organizational change.”

Tyler Bolli, Director, Human Resources, Kohler Company

“This book presents a refreshing new way to think about leading change in organizations. Black and Gregersen redraw our maps of the change process in a compelling and practical way that gets right to the heart of making real change possible.”

Marion Shumway, Organization Development Program Manager, Intel

“Insightful handbook packed full of valuable wisdom for unlocking the power of mental maps in any organization’s change efforts.”

Dave Kinard, Executive Director for Leadership and Organizational Development, Eli Lilly and Company

“Too often in the trenches of organizational life, we deceive ourselves by believing that if we get the boxes in an organization chart or the big systems behind the boxes just right, then organizations change. Black and Gregersen artfully uncover this deception by revealing a new, eye-opening approach to change that can help any leader of change become much stronger and better at it.”

Mark Hamberlin, Director, Human Resources European Markets Cisco Systems Inc.

Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. In It Starts with One, J. Stewart Black and Hal B Gregersen identify the core problem: changing individuals and the “mental maps” inside their heads must happen before you can change the organization.

Just as actual maps guide people’s footsteps, mental maps guide daily behavior. Successful strategic change for the organization is all about changing individual mental maps and behaviors first, because they are the organization.

To change organizations, you must break through your own brain barrier–and help those around you do the same. One step at a time, It Starts with One shows how to do that: how to create new destinations, and new, more inspiring effective paths to sustainable change. Black and Gregersen systematically identify the brain barriers that stand in your way: failure to see, failure to move, and failure to finish. Drawing on their extensive experience consulting with world-class organizations, they offer integrated tools, strategies, and solutions for overcoming each of these obstacles.

This edition offers even more effective tools, more guidance on leading change in globalizing environments, and more insight into changing your own mental maps...liberating yourself to transform your entire organization.

Overcoming the failure to see

Why organizations miss obvious market transformations–and what to do about it

Breaking through the failure to move

Why people fail to change even when they see the need–and how to break through this barrier

Conquering the failure to finish

Why change “stalls out” and how to maintain the momentum

Anticipating change

Why too often people let the need to change become a crisis before acting–to build to a crisis before acting–and how to create the capability to anticipate change, move when needed, and finish in the future without “being told”

To Change the Organization, First Change the Individual.

To Change the Individual, Read This Book!

Seventy percent of organizations that seek strategic change fail. Organizations can’t change because individuals don’t change. Individuals don’t change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps–and unleash their power to deliver superior, sustained strategic change.

Thoroughly updated with new techniques, case studies, and examples, this book offers even more valuable insights for today’s leaders and managers. Among the highlights: a detailed new discussion of how you must change in order to lead change…new guidance on leading change in global environments…and more integrated tools and solutions you can start using today!

Read More Show Less

Product Details

  • ISBN-13: 9780132319843
  • Publisher: Pearson Prentice Hall
  • Publication date: 1/24/2008
  • Series: Pearson Custom Business Resources Series
  • Edition description: Second Edition
  • Edition number: 2
  • Pages: 162
  • Product dimensions: 6.31 (w) x 9.28 (h) x 0.68 (d)

Meet the Author

J. Stewart Black is a professor at INSEAD, the oldest and largest MBA program in Europe. An internationally recognized scholar on change and transformation, he is a frequent keynote speaker at conferences around the world and company functions. He is regularly sought out to work with leading companies on issues of strategy and strategic change, especially with regard to developing leaders and high-potential managers to initiate and execute change in themselves and others. Dr. Black has been a faculty member previously at the Amos Tuck School of Business Administration at Dartmouth College and The University of Michigan. He is the author of 10 other books and more than 100 articles and case studies that have been used in both university classrooms and corporate boardrooms. Dr. Black has lived, worked, and spent significant time in many countries including, Japan, Singapore, Hong Kong, and France.

Hal B Gregersen is a professor of leadership at INSEAD where he delivers world-class research ideas on leading strategic change and innovation to executives from every continent. He regularly consults with senior teams, conducts executive seminars, and delivers keynote speeches on innovation and change in companies such as Christie’s, Daimler, IBM, Intel, Johnson & Johnson, LG, Marriott International, Nokia, Sun Microsystems, and Yahoo. Before joining INSEAD, Dr. Gregersen was a faculty member at the London Business School, the Tuck School of Business Administration at Dartmouth College, Brigham Young University, and Helsinki School of Economics, as well as a Fulbright Fellow at the Turku School of Economics. He has co-authored 9 other books and more than 90 articles and cases on leading innovation and change that have also been highlighted on CNN and in Business Week, Fortune, Psychology Today, and The Wall Street Journal. Dr. Gregersen calls Finland, France, and the U.S. his homes, having lived in all three countries. He also travels the world, camera in hand (a passionate avocation), photographing diverse people and places to foster deeper insight into the dynamics of innovation and change.

Read More Show Less

Read an Excerpt

Preface

Few will dispute that we currently face one of the greatest challenges and opportunities in modern history. As we navigate the waters of modern business, we do so at a time when even the most seasoned and experienced executives and companies are reeling from the powerful and somewhat unpredictable winds, tides, and waves of globalization. This churning environment can provide the chance for some to rise to new heights while sending others to the bottom of the sea. For example, we live in a world where a company that didn't even exist when we sent the first edition of this book to the publisher in 2002—Wikipedia—emerged to create three times the content of Encyclopedia Britannica, the original industry creator and benchmark company for more than 250 years.

Thus, it is not into calm waters that we sail, but into a tumultuous sea of opportunity and risk. As we enter this future, government and business executives will face nearly a constant sea of change—changes in technology, society, demographics, competitors, suppliers, and so on. Change of any significance has never been easy, and in the turbulent world of the future we can expect it to be even more challenging. Perhaps this is why between 50–70 percent of all strategic change initiatives fail. With such a high average failure rate, the difference between successful companies and executives will largely rest on those who can effectively implement change and those who cannot.

This book is about that process. We start by outlining why most change initiatives fail, and then describe what we can do to avoid common pitfalls and ultimately succeed at leading strategic change. Based on our research and experience, it turns out that the key to successful change is not systems such as information, pay, or communication, but at the core it's people. If you cannot get the people to see the need for change, to make the needed changes, and to follow through, all the time and money spent on information systems, pay systems, communication systems, or new organizational structures is wasted.

This is why we believe this book delivers unique value to executives and managers. Today more than ever before, people are a company's greatest resource, and they are key to sustainable competitive advantage. However, the constantly changing nature of the world means that executives cannot simply set their people off in one direction doing things a certain way and then put their organization on auto-pilot. A new technology, competitor, government regulation, or other innovation can easily make what was right for today incredibly wrong for tomorrow. If executives and managers can more effectively help people see the need for changes, provide the resources to make the changes, and follow up and reinforce the changes, then the people will propel the company forward. If not, the reality of the future will fall far short of the promised vision.

The world stands at one of the greatest moments in history, at the beginning of an upcoming century of breathtaking change. In 100 years, when we look back at the successes and failures, we believe that much of the success and failure will have been determined by those who were—or were not—capable of leading strategic change. We hope in some small way that this book will have been an influence for good in helping executives and managers become better leaders of change at work and in the world.

© Copyright Pearson Education. All rights reserved.

Read More Show Less

Table of Contents

Foreword xix

Preface xxi

Chapter 1: The Challenge of Leading Strategic Change 1

Chapter 2: Barrier #1: Failure to See 21

Chapter 3: Solutions and Tools for Breaking through Barrier #1: Helping People See the Need 43

Chapter 4: Barrier #2: Failure to Move 61

Chapter 5: Solutions and Tools for Breaking through Barrier #2: Helping People Make the Move 71

Chapter 6: Barrier #3: Failure to Finish 85

Chapter 7: Solutions and Tools for Breaking through Barrier #3: Helping People Fight through the Finish 99

Chapter 8: Pulling It All Together 111

Chapter 9: Getting Ahead of the Change Curve 143

Index 155

Read More Show Less

Preface

Preface

Few will dispute that we currently face one of the greatest challenges and opportunities in modern history. As we navigate the waters of modern business, we do so at a time when even the most seasoned and experienced executives and companies are reeling from the powerful and somewhat unpredictable winds, tides, and waves of globalization. This churning environment can provide the chance for some to rise to new heights while sending others to the bottom of the sea. For example, we live in a world where a company that didn't even exist when we sent the first edition of this book to the publisher in 2002—Wikipedia—emerged to create three times the content of Encyclopedia Britannica, the original industry creator and benchmark company for more than 250 years.

Thus, it is not into calm waters that we sail, but into a tumultuous sea of opportunity and risk. As we enter this future, government and business executives will face nearly a constant sea of change—changes in technology, society, demographics, competitors, suppliers, and so on. Change of any significance has never been easy, and in the turbulent world of the future we can expect it to be even more challenging. Perhaps this is why between 50–70 percent of all strategic change initiatives fail. With such a high average failure rate, the difference between successful companies and executives will largely rest on those who can effectively implement change and those who cannot.

This book is about that process. We start by outlining why most change initiatives fail, and then describe what we can do to avoid common pitfalls and ultimately succeed at leading strategic change. Based on our research and experience, it turns out that the key to successful change is not systems such as information, pay, or communication, but at the core it's people. If you cannot get the people to see the need for change, to make the needed changes, and to follow through, all the time and money spent on information systems, pay systems, communication systems, or new organizational structures is wasted.

This is why we believe this book delivers unique value to executives and managers. Today more than ever before, people are a company's greatest resource, and they are key to sustainable competitive advantage. However, the constantly changing nature of the world means that executives cannot simply set their people off in one direction doing things a certain way and then put their organization on auto-pilot. A new technology, competitor, government regulation, or other innovation can easily make what was right for today incredibly wrong for tomorrow. If executives and managers can more effectively help people see the need for changes, provide the resources to make the changes, and follow up and reinforce the changes, then the people will propel the company forward. If not, the reality of the future will fall far short of the promised vision.

The world stands at one of the greatest moments in history, at the beginning of an upcoming century of breathtaking change. In 100 years, when we look back at the successes and failures, we believe that much of the success and failure will have been determined by those who were—or were not—capable of leading strategic change. We hope in some small way that this book will have been an influence for good in helping executives and managers become better leaders of change at work and in the world.

© Copyright Pearson Education. All rights reserved.

Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star

(0)

4 Star

(0)

3 Star

(0)

2 Star

(0)

1 Star

(0)

Your Rating:

Your Name: Create a Pen Name or

Barnes & Noble.com Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & Noble.com that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & Noble.com does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at BN.com or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation

Reminder:

  • - By submitting a review, you grant to Barnes & Noble.com and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Noble.com Terms of Use.
  • - Barnes & Noble.com reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & Noble.com also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on BN.com. It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

 
Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously
Sort by: Showing 1 Customer Reviews
  • Posted October 19, 2009

    more from this reviewer

    An organizational change program that truly works

    The Greek philosopher Heraclitus taught that nothing is permanent except change. But, in business, even attempts to change aren't permanent - in fact, corporate transformations are usually either temporary or doomed at the outset. Executives order organizational shifts, assuming that their employees will institute them immediately as instructed and that fruitful transformation will thus ensue promptly. Unfortunately, that seldom happens because human beings, including your staffers, strongly resist giving up comfortable patterns. They will hew to familiar paths unless you or your "change champions" intercept them, one by one, explain J. Stewart Black and Hal B. Gregersen. Their book on organizational transformation makes it clear that companies cannot alter the status quo unless leaders can convince employees to adjust their mindsets and processes first. The authors outline an approach to corporate change rooted in this concept. While their plan is not exactly quick and easy, it is methodical and logical. getAbstract recommends their book to executives and managers who want to direct and control organizational change by working with their employees instead of dictating to them. Why? Because, say Black and Gregersen, one way works and the other way doesn't.

    Was this review helpful? Yes  No   Report this review
Sort by: Showing 1 Customer Reviews

If you find inappropriate content, please report it to Barnes & Noble
Why is this product inappropriate?
Comments (optional)