Autorentext

ERIK NAGEL, PhD, is a ­professor and Vice Director of the Lucerne School of Business and Co-­Institute Director of the Institute for Management and Regional Economics IBR. He researches and teaches leadership, change management, resistance, cultural change, and organizational consulting.

Klappentext

Transform organizational resistance from an inconvenience into a competitive advantage Beyond No: Harnessing the Power of Resistance for Positive Organizational Growth is a groundbreaking new take on the transformative power of taking a close look at resistance to change and examining its root causes. In the book, change management and leadership expert Erik Nagel walks you through how to transform organizational resistance to change from an annoyance into a powerful resource, capable of highlighting critical issues that demand to be addressed. With case studies and examples from a wide variety of business leaders, you'll discover how to react when you encounter resistance. You'll also discover strategies you can implement immediately for understanding and managing that resistance to help drive change and facilitate a good relationship with your employees. From the explanatory models behind resistance to common mistakes made by leaders who encounter it, this book describes hands-on steps you can take to turn resistance into an enduring competitive advantage. Representing a startlingly insightful new perspective on an age-old business problem, Beyond No will earn a spot in the libraries of managers, executives, founders, entrepreneurs, project managers, and other business leaders.

Inhalt

Introduction 1

Overview: Chapters 1-7 3

Chapter 1 Resistance: An Everyday Exception 5

1.1 Managers Tell Their Stories 7

1.2 The Word "Resistance" 8

1.3 Resistance: Burden or Resource? 11

1.4 Resistance Is Part of Everyday Life 13

1.5 The Winds of Resistance Blow from All Directions 14

1.6 The Zone of Uncertainty 16

Summary 18

Chapter 2 Overt Resistance 21

2.1 Resistance as an Emphatically Expressed Demand 22

2.2 Resistance as an Open and Endless Power Struggle 37

2.3 Resistance as Whistleblowing 48

2.4 Resistance as Organized Industrial Action 55

Summary 60

Chapter 3 Covert Resistance 61

3.1 Resistance as Humor 67

3.2 Resistance as Cynical Distancing 77

3.3 Resistance Between Submissive Overfulfillment and Subtle Refusal 83

3.4 Resistance as a Game of Rivalry 87

3.5 Resistance as Personal Rejection 91

3.6 Resistance as Willful Damage to the Organization 95

Summary 104

Chapter 4 Repressed Resistance 105

Summary 111

Chapter 5 Shortcut Assumptions That Lead to a Dead End 113

5.1 "People Are the Problem" 118

5.2 "One Third Is Always Against It Anyway" 127

5.3 "Where I Am, There Is Reason" 130

5.4 "Thinking at the Top, Doing at the Bottom" 137

5.5 "Management Must Fight the Inertia of the Organization" 141

5.6 Reflecting Instead of Taking Shortcuts 146

Summary 149

Chapter 6 What Is Behind Resistance: Explanatory Models 151

6.1 Resistance from the Perspective of Psychology 153

6.2 Resistance Arising Between People 158

6.3 Resistance to Control and Appropriation by the Organization 171

6.4 Resistance Due to Cultural Routines Within the Organization 180

Summary 189

Chapter 7 Leadership: The Art of Dealing Productively with Resistance 191

7.1 Four Leadership Principles 193

7.2 The Four Leadership Principles Illustrated by a Specific Case 203

7.3 Artfully Confronting Resistance 207

7.4 Artfully Evoking Resistance 217

7.5 Artfulness and Resistance: A Final Reflection 221

Summary 222

Sources 225

Literature 225

Web Links 231

Acknowledgments 233

About the Author 235

Index 237