tailieunhanh - Guide to Managing creativity and innovation_9

"Resister" thường mô tả bất cứ ai từ chối chấp nhận thay đổi, hoặc những người không thay đổi nhanh như chúng tôi làm. Như vậy,, resister được coi là một chướng ngại vật phải vượt qua. Những resisters có nhãn được xem như là những người có thái độ người nghèo, hoặc thiếu tinh thần đồng đội. | Notes 127 7. Michael Beer and Nitin Nohria Cracking the Code of Change Harvard Business Review 78 no. 3 May June 2000 137. Chapter 5 1. Eric Hoffer The Ordeal ofChange Cutchogue NY Buccaneer Books 1976 3. 2. See the Myers-Briggs Type Indicator Consulting Psychologists Press Inc. 3. See W Christopher Musselwhite and Robyn Ingram Change Style Indicator Greensboro NC The Discovery Learning Press 1999 . 4. Ibid. 4. 5. Paul R. Lawrence How to Deal With Resistance to Change Harvard Business Review XLVII January February 1969 4 12 166 176. 6. Robert Kegan and Lisa Laskow Lahey The Real Reason People Won t Change Harvard Business Review 79 no. 10 November 2001 84 92. 7. Everett M. Rogers Diffusion of Innovation 3rd ed. New York The Free Press 1983 315-316. Chapter 6 1. Harry Woodward and Steve Bucholz Aftershock New York John Wiley Sons Inc. 1987 . 2. Adapted from Todd D. Jick Note on the Recipients of Change Note 9-491-039 Boston Harvard Business School 1990 revised 1996 . 3. Ken Hultmans The Path of Least Resistance Austin TX Learning Concepts 1979 . Chapter 7 1. Robert Schaffer Rapid-Cycle Successes versus the Titanics in Breaking the Code of Change eds. Michael Beer and Nitin Nohria Boston MA Harvard Business School Press 2000 362. 2. James R. Bright Evaluating Signals of Technological Change Harvard Business Review XLVIII January February 1970 64. 3. James C. Collins and Jerry I. Porras Building Your Company s Vision Harvard Business Review 74 no. 5 September October 1996 66. This Page Intentionally Left Blank For Further Reading Communication Issues Larkin T. J. and Sandar Larkin. Reaching and Changing Frontline Employees Harvard Business Review 74 no. 3 May June 1996 95 104. Planning a major change in your organization If so chances are you have arranged a huge rally rousing speeches videos and special editions of the company paper. Stop. This sort of communication does not work. If you want people to change the way they do their jobs you must change the way you .