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| LEADER |
01198pamaa2200193 4500 |
| 001 |
0000047263 |
| 005 |
20140428090000.0 |
| 008 |
100610 eng |
| 020 |
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|a 9781422179710 (pbk.)
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| 090 |
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|a HD58.8
|b KOT 2008
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1 |
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|a Kotter
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| 245 |
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|a A sense of urgency
|c John Kotter.
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| 260 |
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|a Boston, Mass.:
|b Harvard Business Press,
|c 2008.
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| 300 |
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|a xii, 196 p.:
|b ill.;
|c 22 cm.
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| 501 |
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|a FOBCAL
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|a Includes bibliographical references and index
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|a It all starts with a sense of urgency -- Complacency and false urgency -- Increasing true urgency: one strategy, four tactics -- Tactic one: bring the outside in -- Tactic two: behave with urgency every day -- Tactic three: find opportunity in crises -- Tactic four: deal with NoNos -- Keeping urgency up -- The future: begin today. In his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change
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| 650 |
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|a Organizational change
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| 901 |
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|u www.harvardbusiness.org/press
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