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Leading Strategic Change: Breaking Through the Brain Barrier by Hal B. Gregersen, J. Stewart Black

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Chapter 5. The Keys to Moving: Destinations, Resources, and Rewards

When we last left you as CEO of QuadQ, you had successfully created sufficient contrast and confrontation for people to see that the old strategic map was just plain wrong, and you had painted a clear picture of the new destination. However, the clearer you made the vision, the more QuadQ’s people resisted moving to make the change. After reading the previous chapter, you now understand why. Your people know that traveling to the new destination will require that they stop doing the wrong thing quite competently and start doing the right thing quite incompetently. Now they must not only see the new destination, but you must help them believe in a path that will take them from ...

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