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Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (The Jossey-Bass Business and Management Series) Hardcover – November 28, 1997
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From Library Journal
Copyright 1997 Reed Business Information, Inc.
"A practical, thoughtful guide to change management. It is a pleasure to read, full of great examples and ideas." -Ed Lawler, director, Center for Effective Organizations, University of Southern California
"Few executives expect the future to be more stable than the present. Yet few have seriously begun the long journey of thinking and redesigning themselves and their organizations for the future. The insights and methods presented by David Nadler will, hopefully, engender the courage to embark." -Peter M. Senge, director, Center for Organizational Learning, Sloan School of Management, Massachusetts Institute of Technology
"Immensely readable. This work bolts together the image or theory and the reality of what is required to change the performance of an enterprise. Whether the challenge is renewal or fundamental change, this book delivers real-life depictions that will help all who invest the time." -Richard A. McGinn, president and chief operating officer, Lucent Technologies Inc.
Top Customer Reviews
Change is the corporate mantra of the '90s. Unknowable, unpredictable, unavoidable: change has made the ominous transition from verb to noun, as organizations scramble to predict, demand, drive, and implement change. And the more intense and comprehensive the change, the more its success depends on an integrated process driven by the top of the organization.
If you were surprised by that last sentence, then Champions of Change is the book for you. Author David Nadler's approach, which he would fight with tooth and claw to defend, is built on the premise that "discontinuous change" cannot succeed without the "active, public, and personal leadership of the CEO and other people at the top of the organization." Based on his work with Xerox and other major corporations, Nadler believes that change requires a multi-stage campaign, dynamic and participatory, that cannot triumph if its leaders treat change as an enemy to be resisted by sporadic skirmishing or clandestine conflict. If a corporation hopes to maintain or achieve competitive advantage, argues Nadler, then its senior leaders must launch early and dramatic change.
For many readers, this is hardly a heaven-sundering epiphany. And that's exactly the problem with Champions of Change: there's no there there. Nadler's concepts aren't new, although his momentous references to systems theory and organizational fit and "a process that we call strategic choice" (italics his) imply superior insight and wisdom with which few mortals are blessed.Read more ›
In this context, David A. Nadler divides his book roughly into three sections. In the first section, he (1) overviews the forces that make change at once so inevitable and so difficult in modern organizations, (2) describes the pivotal role of top leadership, (3) describes the four basic types of organizational change, with a special emphasis on the most difficult of all-the Overhaul, or radical discontinuous change, (4) explores the inevitable resistance to change, and (5) offers some specific techniques for overcoming those barriers.Read more ›
Most Recent Customer Reviews
Very easy to understand and the author offers many supporting scenarios to give the reader a more thorough understanding of the taxonomies and systems described within. Read morePublished 10 months ago by FabFal