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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
How to Deal with Resistance to Change (HBR Classic)
內容大綱
Two studies investigating resistance to change reveal that the social aspects of change, rather than the technological aspects, cause the most strident resistance in workers. Everyday changes among employees working closely together elicit little resistance. Management action, usually initiated by staff people outside of the small work group, brings on the symptoms of resistance. The manner in which staff specialists effect changes threatens and disrupts social relationships. Self-preoccupation frequently blinds staff specialists to the social aspects of change.