Hbr Article

In: Business and Management

Submitted By xuxu51233339
Words 5665
Pages 23
HARVARD BUSINESS REVIEW

People Won't Change
Ifs a psychological dynamic called a "competing commitment" and until managers understand how it works and the ways to overcome it, they can't do a thing about change-resistant employees.

The Real Reason by Robert Kegan and Lisa Laskow Lahey

E

VERY MANAGER is familiar with the employee who just won't change. Sometimes it's easy to see whythe employee fears a shift in power, the need to learn new skills, the stress of having to join a new team. In other cases, such resistance is far more puzzling. An employee has the skills and smarts to make a change with ease, has shown a deep commitment to the company, genuinely supports the change-and yet, inexplicably, does nothing. What's going on? As organizational psychologists, we have seen this dynamic literally hundreds of times, and our research and analysis have recently led us to a surprising yet deceptively simple conclusion. Resistance

to change does not 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 cornpeting commitment The resulting dynamic equilibrium stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change. When you, as a manager, uncover an employee's competing commitment, behavior that has seemed irrational and ineffective suddenly becomes stunningly sensible and masterful-but unfortunately, on behalf of a goal that conflicts with what you and even the employee are trying to achieve. You find out that the project leader who's
85

NOVEMBER 2001

The Real Reason People Won't Change

dragging his feet has an unrecognized competing commitment to avoid the even tougher assignment-one he fears he can't handle-that might come his way next if he delivers too…...

Similar Documents

Hbr Reflection Retail Doesnt Cross Borders

...Harvard Business Review Reflection Subject matter: HBR Reflection Retail Doesn’t Cross Borders -Here is why and what to do about it- Reflection The article at hand "Retail Doesn't Cross Borders- Here's why and what to do about it" written by Marcel Corstjens, the Unilever Chaired Professor of Marketing at Insead, and Rajiv Lal, the Stanley Roth Sr. Professor of Retailing at Harvard Business School, was published in the Havard Business Review of April 2012 on the pages 104-111 and deals with the issues of expanding abroad for international grocery retailers and the resulting problems they have to face. In the beginning of their article they state that economical recession in the U.S. And Europe lead easily to focussing on feasible emerging markets in the developing world The opinion that globalisation is not a receipt for growth and emerging sales rates. Corstjens and Lal put the focus on grocery retailers and got the result that within a few exceptions the retailers have not gained any growth by expanding abroad. They stress that the lack of a close connection to the retail market abroad and the dominating local players made it difficult for emerging grocery retailers to find a place in the market. Some retailers found new strategies in order to emerge domestically as well. They express many reasons for expanding which varies, but Cortjens and Lal point out that the main goal is growth. By stating that many companies are lead by opportunistic decision......

Words: 1465 - Pages: 6

Hbr Submission Guidelines

...and transforming business. Since its founding in 1922, HBR has had a proud tradition as the world's preeminent management magazine, publishing cutting-edge, authoritative thinking on the key issues facing executives. HBR's articles cover a wide range of topics that are relevant to different industries, management functions, and geographic locations. They focus on such areas as leadership, organizational change, negotiation, strategy, operations, marketing, finance, and managing people. While the topics may vary, all HBR articles share certain characteristics. They are written for senior managers by experts whose authority comes from careful analysis, study, and experience. The ideas presented in these articles can be translated into action and have been tested in the real world of business. Proposals for articles demonstrating fresh thinking that advances previous knowledgewhose practical application has been thought through in clear, jargon-free languageare those most likely to meet our readers' needs. When evaluating an idea, our editors often look for two things firstwhat they call the aha!How compelling is the insight?and the so what?How much does this idea benefit managers in practice? The best way to inquire about HBR's potential interest in a topic is to prepare a proposal. It can be submitted by mail or electronically and should answer the following questions: 1. What is the central message of the article you propose to write (the "aha")? What is important,......

Words: 1262 - Pages: 6

Article

...An article (abbreviated art) is a word (or prefix or suffix) that is with a noun to indicate the type of reference being made by the noun. Articles specify the grammatical definiteness of the noun, in some languages extending to volume or numerical scope. The articles in the English language are the and a/an, and (in some contexts) some. 'An' and 'a' are modern forms of the Old English 'an', which in Anglian dialects was the number 'one' (compare 'on', in Saxon dialects) and survived into Modern Scots as the number 'ane'. Both 'on' (respelled 'one' by the Normans) and 'an' survived into Modern English, with 'one' used as the number and 'an' ('a', before nouns that begin with a consonant sound) as an indefinite article. Traditionally in English, an article is usually considered to be a type of adjective. In some languages, articles are a special part of speech, which cannot easily be combined with other parts of speech. It is also possible for articles to be part of another part of speech category such as a determiner, an English part of speech category that combines articles and demonstratives (such as 'this' and 'that'). In languages that employ articles, every common noun, with some exceptions, is expressed with a certain definiteness (e.g., definite or indefinite), just as many languages express every noun with a certain grammatical number (e.g., singular or plural). Every noun must be accompanied by the article, if any, corresponding to its definiteness, and the lack of...

Words: 304 - Pages: 2

Hbr Must Reads of Strategy

...www.hbr.org ARTICLE COLLECTION If you read nothing else on strategy, read these bestselling articles. HBR’s Must-Reads on Strategy Included with this collection: Strategy Development 2 What Is Strategy? by Michael E. Porter 23 The Five Competitive Forces That Shape Strategy by Michael E. Porter 42 Building Your Company’s Vision by James C. Collins and Jerry I. Porras 57 Reinventing Your Business Model by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann 69 Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne Strategy Execution 81 The Secrets to Successful Strategy Execution by Gary L. Neilson, Karla L. Martin, and Elizabeth Powers 95 Using the Balanced Scorecard as a Strategic Management System by Robert S. Kaplan and David P. Norton 110 Transforming Corner-Office Strategy into Frontline Action by Orit Gadiesh and James L. Gilbert 121 Turning Great Strategy into Great Performance by Michael C. Mankins and Richard Steele 133 Who Has the D?: How Clear Decision Roles Enhance Organizational Performance by Paul Rogers and Marcia Blenko Product 12601 www.hbr.org What Is Strategy? by Michael E. Porter Included with this full-text Harvard Business Review article: 3 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 4 What Is Strategy? 22 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and......

Words: 83082 - Pages: 333

Hbr Article

...Lipitor and iPhone 4s: Setting the Stage for Industry Disruption - Christopher Bowe - ... Page 1 of 2 HBR Blog Network Lipitor and iPhone 4s: Setting the Stage for Industry Disruption by Christopher Bowe | 12:55 PM December 20, 2011 The two biggest product stories of 2011 were arguably Lipitor and the iPhone 4S. Although the two stories could not appear to differ more, both offer business leaders strategic lessons that are intriguingly similar. The Lipitor story seems to be about a managed end: the highly anticipated demise (due to the expiration of its patent last Nov. 30) of a blockbuster prescription drug. The iPhone 4S's story seems to be about a new beginning: the highly anticipated launch of the latest version of a blockbuster consumer-technology product. But they have fundamentally more in common than meets the eye. Both Pfizer and Apple use life-cycle management to explore a new way to drive the business and business model forward. In both instances, the lifecycle management innovation involves using disintermediation to change how the customer interacts with the product. And both teach lessons that apply across many industries. Lipitor's Long Good-bye Throughout its history, Pfizer's biggest product and the biggest-selling branded drug in pharmaceutical industry history, has delivered some confounding strategic lessons (http://blogs.hbr.org/cs/2011/11/say_farewell_to_lipitor_but_do.html) . With Lipitor's annual global sales still approaching $10 billion and......

Words: 840 - Pages: 4

Hbr Flayton Caso

...clientes sobre la potencial brecha de seguridad. • Determine el grado al cual Flayton Electornics fue dañado (reputación, finanzas, operaciones, etc) por esta fuga. • Recomiende 2 procedimientos para que Flayton Electronics prevenga fugas futuras. • Su trabajo debe incluir portada y referencias (no se cuentan como parte de la extensión). Fecha de entrega: 15 de Agosto 2013 11:55pm Via correo electrónico formato PDF. Miguel Laurent 719 col. Del Valle CP 03100 Benito Juárez, México DF tels. 5604 2178 5688 3512 www.univdep.edu.mx www.hbrreprints.org HBR CASE STUDY AND COMMENTARY How should the Flayton Electronics team respond to the crisis? Four commentators offer expert advice. Boss, I Think Someone Stole Our Customer Data by Eric McNulty • Reprint R0709A Flayton Electronics learns that the security of its customer data has been compromised—and faces tough decisions about what to do next. HBR CASE STUDY Boss, I Think Someone Stole Our Customer Data by Eric McNulty COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Brett Flayton, CEO of Flayton Electronics, stared intently at a troubling memo on his desk from the firm’s head of security. Running his hands through his full head of barely graying hair, he looked not unlike his father did when he established the first Flayton Cameras and Stereos 25 years ago. The security situation had come to Brett’s attention just before nine o’clock the previous......

Words: 6346 - Pages: 26

Hbr Article Review

...HBR BOOK REVIEW Marketing Myopia, by Theodore Levitt, September – October 1975. 14 pages. Reviewed by Gourab Dasgupta. Theodore Levitt observed that almost all major industries were once a growth industry but after a substantial spurt of growth, the growth rate goes on a decline or becomes almost stagnant. For example, Railroads declined because they “were railroad oriented instead of transportation oriented; they were product oriented instead of customer oriented.” They declined not because of cars, trucks, airplanes, and even telephones, but because of their own myopia. There are no such bad ideas for a growing industry that growth is assured by an expanding and more affluent population and that there is no competitive substitute for the industry’s major product or that too much faith in mass production and in the advantages of rapidly declining unit costs as output rises or even preoccupation with a product that lends itself to carefully controlled scientific experimentation, improvement, and manufacturing cost reduction. Levitt argued that many companies incorrectly take a shortsighted approach to marketing, viewing it as merely a tool for selling products. Instead, he argued that companies should look at marketing from the consumer's point of view and the vision of most organizations is too constricted by a narrow understanding of what business they are in. An industry is a customer-satisfying process, not a goods-producing process. Businesses will do better in......

Words: 3036 - Pages: 13

Hrm Article

...10/2/2014 How Couples Can Cope with Professional Stress - Jackie Coleman , and John Coleman - Harvard Business Review HBR Blog Network How Couples Can Cope with Professional Stress by Jackie Coleman and John Coleman | 10:00 AM January 29, 2014 Most of us are familiar with the cycle. At work, the pressure to be “always on,” to meet deadlines, to serve the demands of colleagues or customers, or to deal with a difficult coworker can create stress that leaks into our personal lives. This stress can cause us to be impatient with romantic partners or kids or to neglect our duties at home, creating a vicious cycle of anxiety outside the office that makes work stresses even harder to face. There are countless examples of couples driven to the edge by work-related stress. And psychological studies have shown (http://www.ncfr.org/ncfrreport/focus/couples/stress-bad-couples-right) that outside stressors — particularly stress at work — can push relationships to the breaking point. But they don’t have to. The vicious cycle of work–home stress can become a virtuous cycle when partners learn to cope with stress together. We are social beings who tend to be happier when connected to others (http://www.pbs.org/thisemotionallife/topic/connecting/connection-happiness) . Our romantic partner is, almost by definition, the person on whom we rely to provide support, and recent research has shown (PDF)......

Words: 1392 - Pages: 6

Hbrs Strategic Marketing

...future-oriented customer metrics become a routine part of financial reporting. An international movement is under way to require companies to report intangible assets in financial statements. As leading indicators such as customer-centered metrics increasingly appear on financial statements, stock prices will begin to reflect them. Even now, savvy analysts are pushing firms to understand customer retention rates and the value of customer and brand assets. Third, companies need to shift their focus from brand equity (the value of a brand) to customer equity (the sum of the lifetime values of their customers). Increasing brand equity is best seen as a means to an end, one way to build customer equity (see “Customer-Centered Brand Management,” HBR September 2004). Customer equity has the added benefit of being a good proxy for the value of the firm, thereby making marketing more relevant to shareholder value. Fourth, companies need to pay less attention to current market share and more attention to customer equity share (the value of a company’s customer base divided by the total value of the customers in the market). Market share offers a snapshot of the company’s competitive sales position at the moment, but customer equity share is a measure of the firm’s long-term competitiveness with respect to profitability. Given the increasing importance of customer-level information, companies must become adept at tracking information at several levels—individual, segment, and......

Words: 56010 - Pages: 225

Hbr the Relative Value Growth

...Your Thinking …page 54 54 How Strategists Really Think: Tapping the Power of Analogy Giovanni Gavetti and Jan W. Rivkin 66 Seven Transformations of Leadership David Rooke and William R. Torbert 78 Countering the Biggest Risk of All Adrian J. Slywotzky and John Drzik 92 The Quest for Customer Focus Ranjay Gulati and James B. Oldroyd 102 The Relative Value of Growth Nathaniel J. Mass 14 Forethought 35 HBR Case Study Class – or Mass? Idalene F Kesner and Rockney Walters . 49 Different Voice Strategic Intensity A Conversation with World Chess Champion Garry Kasparov 114 HBR at Large Selection Bias and the Perils of Benchmarking Jerker Denrell 121 Best Practice The Half-Truth of First-Mover Advantage Fernando Suarez and Gianvito Lanzolla 131 Executive Summaries 136 Panel Discussion TLFeBOOK TLFeBOOK TLFeBOOK NEW YORK LONDON PA R I S MILAN TOKYO CHICAGO TROY DALLAS B E V E R LY H I L L S PA L M B E A C H BOSTON TLFeBOOK TLFeBOOK TLFeBOOK TLFeBOOK HBR 66 Features 54 April 2005 54 How Strategists Really Think: Tapping the Power of Analogy Giovanni Gavetti and Jan W. Rivkin 78 The exhilarating feeling of “I’ve seen this situation before!” leads sometimes to strategic breakthroughs, sometimes to disaster. Here’s how to make sure your analogical reasoning is on the money. 66 Seven Transformations of Leadership David Rooke and William R.......

Words: 72523 - Pages: 291

Hbr Serasa Experian Report

...1.0 and 2.0—a blend of big data and analytics that yields insights and offerings with speed and impact.” The real win for businesses comes when companies can combine and analyze structured data from their enterprise applications with unstructured Web data and data from public or subscription sources. And that means companies will need to have both the analytic tools and the people with a new set of analytics skill to take full advantage of the data flow and make the most of predictive analytics. In the following collection of essays, three Harvard Business Review authors—Thomas H. Davenport, Erich Joachimsthaler, and Bill Sweeney—present the future and immediate opportunities for business in big data and analytics. In the first article, Davenport presents the potential impact of big data and analytics, explaining how companies can benefit from faster and better decision-making and cost reduction that can support new forms of innovation. Joachimsthaler shares three case studies of companies that are winning right now by integrating big data and analytics with digital marketing. And last, Sweeney explains how big data and analytics will improve risk management by providing new ways to monitor, measure, and mitigate risk and potentially create competitive advantage. Together these essays are designed to help organizations understand the opportunities and the challenges presented by big data and to begin to recognize how to leverage this new tool for real......

Words: 6122 - Pages: 25

Hbr Project Managemet

...approach doesn’t help you make vital big-picture decisions: “What mix of projects would be best for our organization?”“How do we allocate scarce resources to the most strategically important projects?”“How can we roll out large initiatives more confidently?” The Articles 3 Article Summary 4 Creating Project Plans to Focus Product Development by Steven C. Wheelwright and Kim B. Clark Begin ascending to 30,000 feet by creating an aggregate project plan—an analysis of the blend of project types that best supports your company’s strategy. Select from these types: derivative (incremental changes such as new product packaging or no-frills versions), breakthrough (major changes that create entirely new markets), platform (fundamental improvements to existing products), research and development, and alliances and partnerships. Include projects from every category—though platforms may offer the greatest competitive advantage. Estimate resources needed for each project type. Based on available resources, how many projects of each type can your company support? Eliminate any that don’t reinforce your strategy. For many companies, these constitute the lion’s share. 17 Further Reading 19 Article Summary 20 Getting the Most out of Your Product Development Process by Paul S. Adler, Avi Mandelbaum, Viên Nguyen, and Elizabeth Schwerer After identifying your strategic project mix, streamline and accelerate project completion by applying process......

Words: 21989 - Pages: 88

Hbr China

...educated in liberal arts, we think that managers need specialized knowledge to properly run a company or division in a company. What we learned from this article This text is really useful for our international business programme because this texts explains perfectly that a lot of factors play a role for an innovative culture. China has everything it needs to be a successful innovative country but because of the governance structures of China, they are not able to do so. So we think this text fits the international business course perfectly because it explains important aspects of why China can and cannot innovate. This is also what we learned from it because this text makes clear that governments play a big role in the economy. Questions we would like to ask the authors: 1. Is there a short-term solution for a change in the China governance structure? 2. Why did the amount of enrollments in China grow so fast compared to the United States from 1978 till now? 3. Why was the Telecom giant China telecom broken apart by the Chinese government? -------------------------------------------- [ 1 ]. * Referring to the article: “Why China can’t innovate” by Regina M. Abrami, William C. Kirby and F. Warren McFarlan in Harvard Business Review from march 2014, page 107-111 [ 2 ]. * Referring to the article: “Why China can’t innovate” by Regina M. Abrami, William C. Kirby and F. Warren McFarlan in Harvard Business Review from march 2014, page 107-111...

Words: 651 - Pages: 3

A Study on the Hbr Article - E-Loyalty “Your Secret Weapon on the Web” by Frederick F. Reichheld & Phil Schefter

...A Study on the HBR article E-Loyalty “Your Secret Weapon on the Web” by Frederick F. Reichheld & Phil Schefter Introduction This study is about the Harvard Business Review article “E-loyalty - Your Secret Weapon on the Web” written by Frederick F. Reichheld & Phil Schefter. In the first section, an overview and summary of the article are presented. The overview includes the main points and examples that are considered important. 1. Overview 1.1. Importance of Loyalty in Internet: Reichheld and Schefter has been analyzing the Internet companies, their websites and applications for some time and they have concluded that , contrary to the common belief, today’s Internet users in both business-to-consumer and business-to-business worlds show high loyalty and they do not easily leave the companies that they have tried and trusted. According to the studies of the authors, acquiring a customer in e-commerce world is 20-40% costly than traditional retail channels. Therefore the losses in the early stages of a customer are bigger. But in the following years, the companies earn more from a loyal customer in e-commerce than that they do from their physical retail channels. Therefore the opportunity is bigger, but the risk also seems higher. If the companies end up with low retention rates, than they can face with bigger losses in e-commerce. It is also observed that loyal customers in the real world tend to be more profitable when they switch to web purchases. The......

Words: 1343 - Pages: 6

Hbr Article

...The Marketplace of Perceptions Like all revolutions in thought, this one began with anomalies, strange facts, odd observations that the prevailing wisdom could not explain. Casino gamblers, for instance, are willing to keep betting even while expecting to lose. People say they want to save for retirement, eat better, start exercising, quit smoking—and they mean it—but they do no such things. Victims who feel they’ve been treated poorly exact their revenge, though doing so hurts their own interests. Such perverse facts are a direct a≠ront to the standard model of the human actor— Economic Man—that classical and neoclassical economics have used as a foundation for decades, if not centuries. Economic Man makes logical, rational, self-interested decisions that weigh costs against benefits and maximize value and profit to himself. Economic Man is an intelligent, analytic, selfish creature who has perfect self-regulation in pursuit of his future goals and is unswayed by bodily states and feelings. And Economic Man is a marvelously convenient pawn for building academic theories. But Economic Man has one fatal flaw: he does not exist. When we turn to actual human beings, we find, instead of robot-like logic, all manner of irrational, self-sabotaging, and even 50 March - Apr il 2006 Behavioral economics explains why we procrastinate, buy, borrow, and grab chocolate on the spur of the moment. by Craig Lambert Portraits by Stu Rosner altruistic behavior. This is such a routine......

Words: 8018 - Pages: 33