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It Starts with One: Changing Individuals Changes Organizations, Third Edition by Hal Gregersen, J. Stewart Black

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4. Barrier #2: Failure to Move

In the previous chapter, I voted you in as CEO of GeneQ, Inc., the DNA testing firm. I now want to return you to that role. Recall that your products primarily go to hospitals and labs and are used by doctors and other scientists. However, the market is shifting from sophisticated users to consumers, and from specific tests to panels of tests.

To break through the first barrier of change, you articulated the core contrasts and confronted key scientists with an inescapable encounter in which they met and had to interact with the new type of customer. With this high contract and high confrontation experience, most technical and scientific personnel in your firm capitulated. They threw their arms up and exclaimed, ...

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