Change consultant Bill Pasmore compares leading change initiatives to riding an old, rickety New York roller coaster called the “Comet.” You either hold on for dear life, or you learn to manage it. This is a cautionary tale for anyone who expects to execute complex change by following a standardized set of steps. Pasmore uses odd snippets from case studies and distracting analogies instead of actual, concrete examples. But he offers a realistic description of what it takes to lead organizational change. He describes a hard road of setbacks navigable only by careful examination and experimentation. You must learn, adjust and improve slowly, after years of practice. getAbstract recommends this quick read about a slow, steady process to leaders and anyone else facing with multiple, simultaneous change initiatives.
In this summary, you will learn
- Why change has become more complex and continuous,
- What mind-sets you need to cope with change, and
- What actions to take to manage change.
About the Author
Bill Pasmore consults for large firms and does research at the Center for Creative Leadership.
Comment on this summary
5 months agoMairi Eliphaz Mark Lubang.
Thanks for the summary, it helps me to identify issues that require changes, development and innovation in an organization