Leading Change 在线下载 pdf mobi 2025 epub 电子版

What will it take to bring your organization successfully into the twenty-first century? The world's foremost expert on business leadership distills twenty-fiveyears of experience and wisdom based on lessons he haslearned from scores of organizations and businesses to write this visionary guide. The result is a very personal book that is at once inspiring, clear-headed, and filled with important implications for the future. The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used in the attempt totransform their companies into stronger competitors -- total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds -- routinely fall short, says Kotter, because they fail to alter behavior. Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides the vicarious experience and positive role models for leaders to emulate. The book identifies an eight-step process that every company must go through to acheive its goal, and shows where and how people -- good people -- often derail. Reading this highly personalbook is like spending a day with John Kotter. It reveals what he has seen, heard, experienced, and concluded in many years of working with companies to create lasting transformation. The book is an inspirational yet practical resource for everyone who has a stake in orchestrating changes in their organization. In Leading Change we have unprecedented access to our generation's master of leadership.

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management deals mostly with the status quo and leadership deals mostly with change,

Without enough leaders, the vision, communication, and empowerment that are

at the heart of transformation will simply not happen well enough or fast enough to satisfy our needs and expectations.

Development of leadership potential doesn't happen in a two week course or even a four-year college program, although both can help.

Most complex skills emerge over decades, which is why we increasingly talk about "lifelong learning."

If the time at work does little or nothing to develop those skills, we will probably never live up to our potential

to be continued

the use of consultants as a tactic for creating a sense of urgency and challenge the status quo

Good managers keep the change management process under control while good leaders create the vision to drive the change

Management Versus Leadership

Management is a set of processes that can keep a complicated system of people and technology runningsmoothly. The most important aspects of management include planning, budgeting, organizing, staffing,controlling, and problem solving. Leadership is a set of processes that creates organizations in the first placeor adapts them to significantly changing circumstances. Leadership defines what the future should look like,aligns people with that vision, and inspires them to make it happen despite the obstacles.

Consequently, all widespread communication in a change effort must be jargon free.

书籍介绍

What will it take to bring your organization successfully into the twenty-first century? The world's foremost expert on business leadership distills twenty-fiveyears of experience and wisdom based on lessons he haslearned from scores of organizations and businesses to write this visionary guide. The result is a very personal book that is at once inspiring, clear-headed, and filled with important implications for the future. The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used in the attempt totransform their companies into stronger competitors -- total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds -- routinely fall short, says Kotter, because they fail to alter behavior. Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides the vicarious experience and positive role models for leaders to emulate. The book identifies an eight-step process that every company must go through to acheive its goal, and shows where and how people -- good people -- often derail. Reading this highly personalbook is like spending a day with John Kotter. It reveals what he has seen, heard, experienced, and concluded in many years of working with companies to create lasting transformation. The book is an inspirational yet practical resource for everyone who has a stake in orchestrating changes in their organization. In Leading Change we have unprecedented access to our generation's master of leadership.

• 作者：軒轅鍾書 发布时间：2016-10-28 21:46:12

  对于企业的改变，应当自上而下。在上要需要有一个小团体一厘清愿景、规划好策略，并需要设定阶段性的目标；对下面要反复的沟通、督促到位，特别是要注意这改变的急迫性；而同时要给下面人做改变扫清障碍，提供资源支持，授权赋能让下面的人去着意改变；而最后文化的改变，也就在前面那些工作做好之后水到渠成了。

• 作者：透明 发布时间：2014-03-09 00:50:29

  八步变革模型：http://www.leadershipthoughts.com/kotters-8-step-change-model/

• 作者：熊阿姨 发布时间：2010-10-23 13:14:50

  国内新闻教材能写得这么实际，挺不赖的。

• 作者：秋分星星落满地 发布时间：2022-05-08 23:27:43

  很美式的写书逻辑

  紧凑数据事实为主

  某些理论在今天 依然很适用

• 作者：sassyi12 发布时间：2015-08-21 12:04:17

  好来Mark一下我读的第一本商业书。深感中美写作思路之不同，理论很不错，就是绕来绕去说同一件事。以及，我的阅读速度还敢不敢再慢点… 看了整整一周

• 作者：柑橘青柠乌龙茶 发布时间：2024-02-03 20:28:21

  八步框架是精华，确实有意义。但整本书太啰嗦了。

• 理论性书籍，时隔多年常读常新

  作者：风雨 发布时间：2009-07-17 21:41:44

     在读MBA的时候，老师推荐了此书，在断断续续的上班与下班的闲暇时间中读完。感觉收获良多

     此书阐述的主要特点是企业变革的8个方法，其中的特点有如医生开方，但学习者切不可照方抓药。因为方子的特点依据病人的体态，精神，环境乃至医者的自身能力修养所诸多环境所限。如果照方抓药，必然成为死方儿。

     书中的8个变革步骤，从加快团队的紧迫性，建立领导团队，设计变革的愿景及战略，传播变革愿景，加大团队授权，取得短期效果，巩固成果并且加大变革管理，将新的方法融入团队乃至企业文化。可谓方法独特，我在工作中过去尝试过变革管理，同时根据书中的方法对照找到了些许不足，成功之处也有了理论支持。

     自感此书不错，不过在读完此书后，尤其在紧迫感一文中读读科特的新书《紧迫感》相信更有所得。因为变革此书写的时间和现在相比还是时间比较长了。案例方面有所不足。不过书中的领导才能与管理能力并修炼的言论可谓意义深远。最后的领导才能与终身学习的章节也不错。

     毕竟职业经理人在工作过程中要结合公司的特点以及企业文化，自己的综合能力以及所可以调集的资源的能力相结合。而这些的过程大体要通过工作中的积累以及理论结合实际。在读过后，感觉今后才处理相关行为以及变革中有了很多依照。在过去的工作中确实如书中所言，经常在取得短期的胜利后就松心乃至松气了。而形成了抛物曲线，而没有继续寻找下一个的短期胜利来将企业发展加入惯性轨迹。同时由于带领的团队数量和书中的科特博士所讲的相差甚远。在读后，回忆过去的变革的方式觉得可以更改乃至做的更好的地方有了很多的参照。在今后工作过程中有了问题，可以获得的很快的信息反馈应该就是在读这个书的时候所带来的映射。

• 纯阳书评第553期《领导变革》

  作者：纯阳书评 发布时间：2024-01-02 09:11:25

  管理类商业书籍从名声和管用的角度可以分为四类，第一类是既有名声，也很管用，比如德鲁克的书，《德鲁克管理思想精要》、《成果管理》、《管理的实务》盛名之下其实可副，总是可以给人予启发；第二类是名声在外，名实不符，比如《XX常青》和《从优秀到XX》，是否管用从后视镜一看便知真假；第三类是无名无实，这种情况大有书在，默默地来，悄悄地走，不带走一丝晚霞；这最后一类就是一种不常见的奇花异草，外在名头不大，蕴含能量却不小，比如今天要推荐的这本《变革管理》。

  第一、变化+革命，才是变革，作者的观点击中了变革的表象之下

  变革既包括变化，更包括革命。变化可以是一种优化和改良，但是无论这种优化幅度和改良力度有多大，始终不会出现对现有模式定义和结构边界的逾越，正因为如此这种变化带来的只是现有模式下的效率强化，从本质上是现有模式的维护者和捍卫者，所有的作为都对后者有益而无害，所以即使有抵触，这种抵触不会强化为抵抗，即使有阻力，但是这种阻力也始终有限，因为这种冲突始终不是结构性的，始终不是根本性的。

  但是变革就显然不同了，其目的就是要革命，其目标就是要突破，所以旧的模式要被颠覆，旧的格局要被超越，旧的边界要被突破，旧的结构要被撕裂，这种行动的幅度和力度都是改良所无法比拟的，所以利益的冲突就会成为一种必然，抵触一开始就以抵抗的形式出现，阻力将会不断增大到旧模式崩溃、新模式形成的那一刻。

  作者击中了变革的表象之下，这是推动变革的第一步，一个不能领悟到这一点的人，除了不懂什么是变革之外，他充其量是一个幻象家。

  第二、要领导变革，而不是管理变革，作者的逻辑很丝滑

  管理的本质是控制，目的是维护一个体系的运行，那么这就意味着管理只能让一个系统得到优化，所以从来不应该指望管理能够推动一场变革。那么按照变革的真意，如何变革，作者的答案是要领导变革，通过领导为变革赋予新的方向、新的愿景、新的蓝图、新的行动计划，通过领导重新定义新的模式，重新规划新的结构，变革才能真正开始。作者的逻辑顺流而下，很是丝滑。

  第三、领导变革，要有框架，作者的框架缜密而充满洞察

  领导变革，要有一套框架，否则变革就是一句空话。作者的框架包括八步法，即紧迫、团队、愿景、沟通、授权、积胜、深入、文化。

  逻辑是穷则思变、紧急思变，人性如此，所以第一步是制造紧迫感。变革中的关键是人，推动的关键还是需要人，所以要建立一个变革班底。变更要有方向，所以有了班底之后，要形成方向。变革首先是思想变，所以要充分沟通。变革要依靠骨干，所以要给骨干充分授权。变革需要形成胜利的趋势，所以要积小胜。变革要逐步推进，要逐步推向深入。变革最终要靠文化来巩固，所以要数新风，建文化。

  所以作者的八步法结构缜密，更重要的是充满了对人性、组织和社会的洞察。