Centro de Documentación de Fundación MAPFRE - The Real reason people won't change

Notas: Sumario: In 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 goalsRegistros relacionados: En: Harvard business review. - Boston. - November 2001 ; p. 85-92Materia / lugar / evento: Cambio organizativo Recursos humanos Desarrollo de recursos humanos Management Relaciones laborales Gestión del cambio Otros autores: Laskow Lahey, Lisa
Títulos secundários: Título: Harvard business review
Outras classificações: 922.3

Direitos: In Copyright (InC)

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