Change the Way You Lead Change
Leadership Strategies that REALLY work
David Herold and Donald Fedor
Narrated by Wayne Shepherd
Approximately 5.5 hours
Book published by Stanford University Press
Change is never a stepwise or easily prescribed process. Rather, it is messy and complicated, and its outcomes are easily swayed by a host of factors. In this context, leaders need to develop and utilize realistic frameworks for organizational change. They need to implement a holistic change model that defines and justifies the proposed change, and takes account of both the abilities of those who will be asked to lead and carry out the change, and the context in which the change is to occur.
To develop such a model, Herold and Fedor examined more than 300 changes and interviewed over 8,000 individuals who lived through them. They then reality-tested their model by bouncing their ideas off hundreds of managers who were living change on a day-to-day basis. Those ideas are collected in this practical book, which will be of use to anyone who is likely to lead change initiatives in almost any organizational environment—from executives, to consultants, to management students.
David Herold is Professor Emeritus in the College of Management, Georgia Institute of Technology.
Donald Fedor is Professor of Organizational Behavior in the College of Management at the Georgia Institute of Technology.
“This book presents a refreshingly realistic viewpoint of organizational change—what it's like, what it takes, how many diverse players are involved—and argues that each change journey has the potential to be unique. What the book is really about is how most observers' mental models (or published models) of organizational change are overly simplistic. I could not agree more with its basic points.”
—Amy Edmondson, Harvard Business School
“Unlike other books on change, Change the Way You Lead Change points out the complexities and subtleties required to make meaningful changes in today's business environment. The "Change Framework" model provides a construct for formulating change and monitoring its progress—and demonstrates the skills critical to the success of a change leader. I recommend this book to anyone who may be called upon to act as a change agent.”
—William H. Anderson, Principal, Prudential Financial
“In a world replete with easy answers and facile slogans, this book recognizes that changing organizations is a complex, difficult business, and offers a practical model and some very useful examples and applications that will help the reader to beat the odds.”
—Steve Kerr, Senior Advisor, Goldman Sachs and former Head of Training and Development, Goldman Sachs and General Electric