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Beyond the Wall of Resistance: Why 70% of All Changes Still Fail--and What You Can Do About It Paperback – June 16, 2010

4.2 out of 5 stars 23 customer reviews

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Product Details

  • Paperback: 208 pages
  • Publisher: Bard Press; 2 edition (June 16, 2010)
  • Language: English
  • ISBN-10: 1885167725
  • ISBN-13: 978-1885167729
  • Product Dimensions: 6.6 x 0.6 x 9.3 inches
  • Shipping Weight: 10.6 ounces (View shipping rates and policies)
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (23 customer reviews)
  • Amazon Best Sellers Rank: #524,913 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

Format: Hardcover
As one who has recently written a book ("Difficult Converstions"), I'm aware that reader reviews sometimes come off as being written by a well-meaing friend or colleague. So I want to be clear that I've never even heard of Rick Maurer. I got his book off Amazon.com, along with about ten other books on corporate change. Mr. Maurer's book is the one I find the most compelling. More than any of the others, this book tries to adjust our relationship to resistance - to see it as natural, to engage with it, to treat resistors with respect, honesty, and to listen with genuine curiosity, thus turning resistors into legitimate partners in the process of change. It's the only book on change that I recommend to my own organizational clients. Congrats, Rick, on a terrific book, and thanks.
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Format: Hardcover
Many books have been written about change and how to do it. This one is different. It explores how to deal with the natural and inevitable resistance to change. Many organizations have already undertaken massive change efforts, wrenching processes which have left people reeling -- and resistent. Rick's book focuses on how to use the power of resistance to build support for change in organizations. It explores the nature of resistance, how to recognize it, and what to do about it. It is full of practical, immediately useful techniques and tips for ensuring successful and enduring change. Must read!
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Format: Hardcover
This is the "best" book I've read! With "change" the norm, you must know how to lead the change and we don't lead dollars or materials--it is people--as Tom Peters puts it--"people are our only asset". The author does an outstanding job of walking you through how to make change a reality--dealing head on--with people. I remember the authors recipe with the letters "PEP". Changes force an individual into a "protection" mode (which is natural), but you and I must understand that the protection wall is nothing buy "energy" (but it is critical to understand the energy is not positive nor negative--just energy). Next is "paradox"--you and I must continously engage in dialogue to help people understand why the change is necessary--thus continuously engaging the protective energy. The paradox is the more you engage the protective energy the more it becomes "positive"--leading to the individuals support of change. I have used this recipe and it works--people do not wake up in the morning--planning on how to oppose the future--they just want to understand. I read two books a week, and I've shared the contents of this book with many. THE BEST BOOK I'VE READ!
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By A Customer on May 8, 2000
Format: Hardcover
This book could have more appropriately been categorized as a negotiation strategy or conflict management book. Most examples in this book focus on negotiating a settlement between two (and only two) opposing groups when a change is proposed. There is little or no mention made of change management per se. Further, it's theories and suggestions focus very little on questions such as, "how do I get people to accept and support the change that I am proposing," and rather much more on understanding when resistance to your idea is present. Frankly, I know when resistence is present, I'm more interested in what to do with it.
Finally, the book is poorly written, in my opinion. It often wanders from the subject at hand to make obsure references - e.g., Groucho Marx movies and the third century emperor Pyrrhus. These references are distracting, and inappropriate in a book designed for corporate managers who have little time to read as it is.
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Format: Paperback
Rick provides a long over due update to his seminal work on resistance in organizations. I've used this book in my consulting practice over the years with great success. He offers a clear and lucid explanation of how resistance shows up in organizations and ways to embrace it. Of particular interest is his description of the 3-levels of resistance. Where others treat the subject as theory, Rick hits it head on with real-life examples and approaches of how to turn resistance it into a constructive force. This is a must read for all leaders and consultants who work in an ever changing environment. And that's all of us.
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Format: Paperback
Beyond the Wall of Resistance: Why 70% of all changes STILL fail - and what you can do about it (Revised Edition) by Rick Maurer Bard Press Austin Texas 2010.

Years ago my director at the time told me point blank that change was always good. What universe did he inhabit? From that point on I ceased to trust him altogether, an extreme but sadly justified decision. So when I read Rick Maurer's Beyond the Wall of Resistance I was looking for vindication above all else. I found it in Chapter 5, "Ignore the Context at Your Peril." Change can be difficult and resistance is definitely not always wrong.

However, change is also the only way most things get better. Frequently change is far from discretionary, indeed it is essential for survival. Furthermore, especially when it is an unforced option, change represents our best chance at extensive lasting positive improvement. For instance, consider Stephen Covey's second quadrant in his time management matrix. Rick Maurer examines the three most important aspects of change goals, intentions and process. He offers an interesting array of ways to consider change, and in particular with resistance to change.

To begin with, change as a human phenomenon is a perceived process. We begin in the dark, then we see the challenge, get started, roll out our response and examine the results before moving on to the next change. At any point in the cycle we may have to struggle with resistance which may delay or derail our progress. However, unless that resistance leads to disturbing results or becomes entrenched, it should be accepted and sometimes embraced. Better results ensue when compromise begets innovation.
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