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Smart, practical, and filled with useful advice, "Buy-In" equips listeners to anticipate and combat attacks--so their good ideas make it through to make a positive change.

A re-release of a leadership classic. A proven, 8-step approach to leading transformational change in an organisation.

The revised and updated tenth anniversary edition of the classic, beloved business fable that has changed millions of lives in organizations around the world. Our Iceberg Is Melting is a simple story about doing well under the stress and uncertainty of rapid change. Based on the award-winning work of Harvard Business School's John Kotter, it can help you and your colleagues thrive during tough times. On an iceberg near the coast of Antarc...

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Nieuwe ideeën krijgen soms geen enkele kans. Innovatie- of veranderingsvoorstellen worden al bij voorbaat afgekeurd, als onmogelijk of zelfs bedreigend ervaren. Waarom? Het idee is eerder geprobeerd en werkte toen ook niet, er zijn veel grotere problemen die eerst opgelost moeten worden, er is geen geld of tijd voor, de techniek functioneert niet goed, we hebben de juiste mensen niet in huis... John Kotter, expert in verandermanagement, vert...

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Building upon his landmark analysis of the job of the general manager and hisinfluential work on leadership, power, and influence, John Kotter now focuseson the human factors which bring change.

What's the worst thing you can hear when you have a good idea at work? "That's not how we do it here!" In their iconic bestseller Our Iceberg Is Melting, John Kotter and Holger Rathgeber used a simple fable about penguins to explain the process of lead­ing people through major changes. Now, ten years later, they're back with another must-read story that will help any team or organization cope with their biggest challenges and turn them into ...

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After trying an endless array of quick fixes and other panaceas executives struggling to stay in business in a rapidly changing world are finding it necessary to consider more fundamental reasons for their lack of success. Kotter (The New Rules: A Force for Change Free Pr. 1995) now offers a practical approach to an organized means of leading not managing change. He presents an eight-stage process of change with highly useful examples that sho...

Questa storia parla di una colonia di fantastici pinguini che vivono su un iceberg in Antartide, secondo abitudini consolidate dalla notte dei tempi. Un giorno, uno di essi scopre che una minaccia catastrofica incombe sulla loro casa, ma quasi nessuno è disposto ad ascoltarlo. I personaggi del racconto Fred, Alice, Louis, Buddy, il Professore e NoNo - sono molto simili alle persone con cui entriamo in contatto quotidianamente, persino a noi st...

In today's complex work world, things no longer get done simply because someone issues an order and someone else follows it. Most of us work in socially intricate organizations where we need the help not only of subordinates but of colleagues, superiors, and outsiders to accomplish our goals. This often leaves us in a "power gap" because we must depend on people over whom we have little or no explicit control. This is a book about how to bridg...

In his international bestseller "Leading Change, " Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.

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In his international bestseller "Leading Change, " Kotter provides an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.

In his international bestseller "Leading Change, " Kotter provides an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.

Kotter and Whitehead reveal how to win the support for ideas by understanding the generic attack strategies that naysayers and obfuscators deploy, and engaging these adversaries with tactics tailored to each strategy.

A good idea or the right decision needs support or it will not be accepted and implemented well. You or your allies present the plan. You present it well. Then, along with thoughtful issues being raised, come the confounding questions, inane comments, and verbal bullets-either directly at you or, even worse, behind your back. It matters not that the idea clearly makes sense. It matters not that the idea is needed, insightful, innovative, and l...

Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, ...