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The Real reason people won't change

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008  020403e20011101usa|||| | |00010|eng d
040  ‎$a‎MAP‎$b‎spa
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1001 ‎$0‎MAPA20080074197‎$a‎Kegan, Robert
24514‎$a‎The Real reason people won't change‎$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
65001‎$0‎MAPA20080589417‎$a‎Cambio organizativo
65001‎$0‎MAPA20080577650‎$a‎Recursos humanos
65011‎$0‎MAPA20080625528‎$a‎Desarrollo de recursos humanos
65011‎$0‎MAPA20080555061‎$a‎Management
65011‎$0‎MAPA20080598662‎$a‎Relaciones laborales
65011‎$0‎MAPA20080585532‎$a‎Gestión del cambio
7001 ‎$0‎MAPA20080223595‎$a‎Laskow Lahey, Lisa
7400 ‎$a‎Harvard business review
7730 ‎$w‎MAP20077100345‎$t‎Harvard business review‎$d‎Boston‎$g‎November 2001 ; p. 85-92