Discontinuous Change: Leading Organizational Transformation Hardcover - 1994

First line

Business leaders of the 1990s face a rapidly moving and unforgiving global marketplace that forces them to use every possible tool to sustain competitiveness.

From the rear cover

How have leaders of change in companies like American Express, AT&T, Ford, and Xerox successfully navigated the often frightening and turbulent seas of large-scale change? Based on the authors' ten years of consulting experience with corporations facing organizational upheavals, Discontinuous Change is designed to build a diagnostic framework for understanding, managing, and evaluating change. The authors explore the key issues of effective leadership, culture change, motivating employees and overcoming resistance, and finding ways to sustain competitiveness by initiating, not just responding to, change.

"Few executives expect the future to be more stable than the present. Yet, few have seriously begun the long journey of rethinking and redesigning themselves and their organizations for the future. For those who have, Discontinuous Change, while not eliminating the inevitable uncertainty that is part of the journey, can at least make it less perilous and vastly more comprehensible. For those who have not, the insights and methods presented by David Nadler and his associates will, hopefully, engAnder the courage to embark."
--Peter M. Senge, director of the Center for Organizational Learning, MIT's Sloan School of Management and author of The Fifth Disciple

From the jacket flap

How have leaders of change in companies like American Express, AT&T, Ford, and Xerox successfully navigated the often frightening and turbulent seas of large-scale change? Based on the authors' ten years of consulting experience with corporations facing organizational upheavals, Discontinuous Change is designed to build a diagnostic framework for understanding, managing, and evaluating change. The authors explore the key issues of effective leadership, culture change, motivating employees and overcoming resistance, and finding ways to sustain competitiveness by initiating, not just responding to, change.

"Few executives expect the future to be more stable than the present. Yet, few have seriously begun the long journey of rethinking and redesigning themselves and their organizations for the future. For those who have, Discontinuous Change, while not eliminating the inevitable uncertainty that is part of the journey, can at least make it less perilous and vastly more comprehensible. For those who have not, the insights and methods presented by David Nadler and his associates will, hopefully, engAnder the courage to embark."
--Peter M. Senge, director of the Center for Organizational Learning, MIT's Sloan School of Management and author of The Fifth Disciple