The Real reason people won't change
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071502320 | ||
| 003 | MAP | ||
| 005 | 20080418123242.0 | ||
| 007 | hzruuu---uuuu | ||
| 008 | 020403e20011101usa|||| | |00010|eng d | ||
| 040 | $aMAP$bspa | ||
| 084 | $a922.3 | ||
| 100 | 1 | $0MAPA20080074197$aKegan, Robert | |
| 245 | 1 | 4 | $aThe Real reason people won't change$cby Robert Kegan and Lisa Laskow Lahey |
| 520 | $aIn this article, two organizational psychologists present a surprising conclusion. Resistance to change does not necessarily reflect opposition nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people are unwittingly applying productive energy toward a hidden competing commitment. The resulting internal conflict stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change. Without an understanding of competing commitments, attempts to change employee behavior are virtually futile. The authors outline a process for helping employees uncover their competing commitments, identify and challenge the underlying assumptions driving these commitments, and begin to change their behavior so that, ultimately, they can accomplish their goals | ||
| 650 | 0 | 1 | $0MAPA20080589417$aCambio organizativo |
| 650 | 0 | 1 | $0MAPA20080577650$aRecursos humanos |
| 650 | 1 | 1 | $0MAPA20080625528$aDesarrollo de recursos humanos |
| 650 | 1 | 1 | $0MAPA20080555061$aManagement |
| 650 | 1 | 1 | $0MAPA20080598662$aRelaciones laborales |
| 650 | 1 | 1 | $0MAPA20080585532$aGestión del cambio |
| 700 | 1 | $0MAPA20080223595$aLaskow Lahey, Lisa | |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$gNovember 2001 ; p. 85-92 |