Zusammenfassung
What do you think of when you hear CHANGE? Excitement? Anxiety? Frustration? Exhaustion? Almost certainly you have some feelings about this loaded topic and even people who thrive on change acknowledge that it’s incredibly challenging. And it’s accelerating.
Excerpt from Inside Change, Freedman & Ghini, 2010, Six Seconds Publishing. 771 In 1996, John Kotter published his best seller Leading Change and stated that 70% of change efforts fail. Now over a decade later, despite hundreds of “change breakthroughs” shared in books and conference talks, the percentage of failure remains about the same. In a 2008 McKinsey survey of thousands, people reported that 2/3 of change efforts failed. In IBM’s 2009 “Making change work” study of more than 1500 change leaders worldwide, IBM found that 60% of change efforts failed.
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Literatur
Bovey, Hede 2001, Resistance to Organizational Change: The Role of Cognitive and Affective Processes. Leadership & Organization Development Journal, 22(8), 372 ‐ 382
Bridges 2009, Managing Transitions: Making the Most of Change (third edition). Da Capo Lifelong Books
Devos et al. 2002, A Framework for Assessing Commitment to Change. Process and Context Variables of Organizational Change. Vlerick Working Papers
Fariselli et al 2009, Stress, Emotional Intelligence, and Performance in Healthcare. www.6seconds.org
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Hurley 2006, Decision to Trust, Harvard Business Review, September
Kotter 1996, Leading change, Harvard Business School Press, Boston, MA
Web Sources
Freedman 2008, The Business Case for Emotional Intelligence. www.6seconds.org/case
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© 2018 Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature
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Ghini, M., Freedman, J. (2018). Inside Change: How to use emotional intelligence to facilitate change inside organizations. In: Gölzner, H., Meyer, P. (eds) Emotionale Intelligenz in Organisationen . Springer VS, Wiesbaden. https://doi.org/10.1007/978-3-658-19127-6_11
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