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The Problem with Change. And the Essential Nature of Human Performance
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- Nombre de pages288
- FormatePub
- ISBN978-0-316-56037-5
- EAN9780316560375
- Date de parution07/05/2024
- Protection num.Adobe DRM
- Infos supplémentairesepub
- ÉditeurLittle, Brown Spark
Résumé
If you've had enough of the constant turbulence that defines corporate life today, you're not alone. Learn why change is bad for people and for business, and discover how to create the stability that we all need to thrive. For decades, "disruption" and "change" have been seen as essential to business growth and success. In this provocative and incisive book, leadership expert Ashley Goodall argues that what has become a sacred dogma is both wrong and harmful.
Whether it's a merger or re-org or a new office layout, change has become the ultimate easy button for leaders, who pursue it with abandon, unleashing a torrent of disruption on employees. The result is what Goodall calls "life in the blender"-a perpetual cycle of upheaval, uncertainty, and unease. The problem with change, Goodall argues, is that a culture where everything from people to processes to strategic priorities are constantly in flux exerts a psychological toll that undermines motivation, productivity, and performance. And yet so accustomed are we to constant churn that we have become numb to its very real consequences.
Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive.
Whether it's a merger or re-org or a new office layout, change has become the ultimate easy button for leaders, who pursue it with abandon, unleashing a torrent of disruption on employees. The result is what Goodall calls "life in the blender"-a perpetual cycle of upheaval, uncertainty, and unease. The problem with change, Goodall argues, is that a culture where everything from people to processes to strategic priorities are constantly in flux exerts a psychological toll that undermines motivation, productivity, and performance. And yet so accustomed are we to constant churn that we have become numb to its very real consequences.
Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive.
