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Piloting major organizational change can be a huge - and even nightmarish - undertaking. A multi-dimensional approach to change that illustrates the importance of seeing the “big picture”and learning to adapt while on the move offers an effective solution.
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用多维的视角观察，统领大局；
用多重的途径变革，适时调整。
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Business strategy, organizational structure, and systems play a role in any change management initiative. But they’re all secondary to the single most important ingredient: changing people’s behavior. Following are some key principles.
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Major change can cause employees anxiety and discomfort which, in turn, can stall your efforts to mobilize them in new directions. To manage transitions effectively, build a communication strategy around three key dimensions.
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变革引起员工心理动荡，沟通保证公司发展壮大。
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In every interaction, don’t struggle to determine who is right and who is wrong. Instead, create shared understanding by using the principles of collaboration.
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非此即彼，陷入交流僵局。兼收并蓄，建立伙伴关系。
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有效的领导力和管理团队建设被视为企业成长、变革和再生的关键因素之一。如何激发他人的热情与想象力，共同完成目标，是现代经理人必备的能力。
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新型的中层管理者，是企业改革取得成功的关键。
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危机时期，经理人极易为革命性的变革心动。经理人必须因地制宜，实施能真正改善企业经营的变革。
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危机时期如何充分利用员工的智慧
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帮助你的经理人团队高屋建瓴全面了解团队的运作。
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与人们的预测相反，未来的工厂不会空无一人。
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全球合资企业中，各合资方之间的跨文化冲突会对企业造成损害。下文告诉你如何创造一种协同式合作。
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传统观念总是把团队失败归咎于管理层，应该说这“通常”是管理层的错更准确。
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团队需要领导者给予更多的支持和引导，而且需要的是一种不同于以往的全新领导方式。
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