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The Art And Science Of Changing People Who Don't Want To Change Perfect Paperback – February 21, 2012
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Reut Schwartz-Hebron takes a basic insight of applied brain plasticity the fact that the brain requires experience in order to encode and manifest directed change and shows how to use this principle in a systematic way to create change in an organizational setting. This book presents a very clear, pragmatic and user-friendly approach to making brain change into a genuinely effective real world human process. --Jeffrey M. Schwartz MD Research Psychiatrist, UCLA School of Medicine and author of You Are Not Your Brain
An intriguing examination of how the way the brain works can influence behavioral change in teams. The book builds step-by-step to a science-based but user-friendly method of creating change in people who resist change (virtually all of us!). It is a worthwhile read and useful addition to the thoughtful manager s library. --Eric Flamholtz, Professor Emeritus of Management, Anderson School, UCLA and President, Management Systems Consulting Corporation
Rapid and effective change is the key to business survival in what has become the most competitive global business environment we have seen. Change has truly become the new steady state. It has never been more important than now as a leader to unlock the tools and strategies to have the ability to nurture sustainable and lasting change. I have leveraged the program and have personally witnessed the amazing results. --Greg Flickinger Ph.D, Vice President of Manufacturing and Corporate Engineering at Snyder s-Lance Inc.
About the Author
Reut Schwartz-Hebron is Founder of Key Change Institute, a management and team development firm specializing in results oriented solutions. Reut's system for change has been adopted by executives and teams in organizations ranging from Fortune 100s and high-tech corporations to universities and nonprofits.
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In chapters one and two, the author walks us through the relationship between "the inability to see the need for change and the inability to change." She also offers five well-written corrections to five myths about change management, setting the stage for the development of "experiences that reinforce a new reality."
In chapters three through seven, the author introduces, defines, and provides both short-term and long-term strategies for dealing with "five teams who don't want to change." Just for fun, try matching the five teams with the five myths (and the debunking facts). There's an opportunity for enlightenment here. There's also a generosity in the takeaways for these five chapters, in which the positive qualities of these five potentially difficult teams are clearly and emphatically stated. It may be tempting to read just the takeaways. Don't do it! There's depth in these chapters that shouldn't be missed.
Having firmly addressed the "art" of change up to this point, we're now re-directed to the science of change in chapters eight through ten. In this case, science takes the form of a relatively simple but highly dependable five-step process which promises consistent systemic change, regardless of the personalities and behavioral patterns of the people involved. The process makes perfect sense to me, and I can hardly wait to try it on the various (personal and professional) teams I lead.
It's a pleasant combination of business and applied psychology and is so easy to read that I almost categorized it as another "pop business" book. However, upon closer inspection it's actually a rare find - a manual that's well referenced AND entertaining to read.
The examples are easy to related to you own experiences. I personally felt a sense of curiosity replacing my sense of disdain for different styles. The categories make it simple to recognize the root cause of resistance in yourself and others. On another level, I get the impression the book itself is written and presented to work past my own analytical style - it's cleverly meta that way.
Learning to reduce frustration with other teams is enough to makes this book well worth the cost. If you can avoid even a couple hours of lost focus, the book pays for itself. It would also make a thoughtful & unexpected gift to a colleague or new grad because everyone can benefit from learning to leverage their efforts into the most fruitful direction.
I thought this book was worth reading twice. I skimmed it once, then went back a second time and took some notes. So I could see it working for a book-club with a mentor or professional group too.
Bringing brain science to business is all the buzz these days and this book introduces us to one proven technique that can be applied in any workplace. It is not only practical, fairly easy to understand, but can also bring long lasting change to all, not just the 10%. One of my big insights from the book is around resistance and how we can engage it and overcome it, when it is overt and surfaced directly - a different perspective than my prior learning had shown.
I recommend this book to every manager, everywhere. Everywhere that change matters.