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

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Chapter 11. Leading Strategic Change Toolkit: Achieving

In many ways, failing to finish represents the saddest of the three failures. It is disheartening to see so much time and energy (to say nothing of money) funneled into a strategic change, only to watch it go down the drain as people get tired and become lost.

Champions

People get tired primarily by doing the right thing poorly at first. Virtually no one, and certainly not large groups of people, become instantly proficient at following new maps, especially if they are radically different from the past. Even when people are motivated to try, they make mistakes. These mistakes or performances at less than ideal levels of proficiency generate negative consequences. People get worn out as they ...

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