When Bill Lee and I wrote Organizing Change (San Francisco: Pfeiffer-Jossey Bass, 2003), we did so from a large-scale perspective. Our premise was that it is easier to consider change from a high-level such as a one that affects an entire organization, then, whittle it down to whatever level you want to use, such as a… Read More Our Book on Organizing Change Features Three Key Principles
Based upon my blog post on Friday, I have received quite a few questions and comments about how we select our books, and why I would select a book that I dislike so much. These questions provide me the opportunity to share the context with you and explain “how we do what we do” concerning… Read More How We Select Books for Presentation and Publishing
Nearly 120 gathered this morning for the January, 2011 First Friday Book Synopsis. Karl Krayer and I have been presenting these synopses/briefings on best-selling business books every month since April, 1998. This morning, Karl presented Buy-in by John Kotter, and I presented Power by Jeffrey Pfeffer. They were both practical, useful, important books. (Note: Karl’s… Read More Coming Next, February 4, for the First Friday Book Synopsis – The Orange Revolution, and All the Devils are Here
In Leading Change, John Kotter states that some organizations try to implement a change program which is then likely to be “overmanaged and underled.” In The Leadership Pipeline: How to Build the Leadership-Powered Company by Ram Charan, Stephen Drotter, and James Noel, that theme is more broadly developed. They write: Because of the new business… Read More Which is It? Overmanaged and Underled — OR, Undermanaged and Overled? How about Undermanaged and Underled?