Harvard Business Review on Change (Harvard Business Review Paperback Series) Review

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Harvard Business Review on Change (Harvard Business Review Paperback Series) Review
In the nicest possible sense, this book isn't exactly what the title claims. All to often discussions of change management tend to concentrate on the people side of things and ignore the less glamerous topics such as re-tooling, revised administrative and reporting procedures and so on.
So, just to keep the record straight, this book is primarily concerned with the personnel aspects of change, with all other aspects of the overall process taking a very secondary part in the proceedings.

And now, on with the review:

One of the ways I judge a book like this is by the number of highlights I've made (makes it so much easier to refer back to the key points).
Sometimes I'll go through an entire book and be lucky to have half a dozen highlighted passage.

NOT here, though.

Without a hint of exaggeration I found numerous points worth highlighting in every one of the eight reprinted articles.

Of course this is not entirely surprising given the list of contributors, which includes such "leaders of the pack" as John Cotter ("Leading Change"), Richard Pascale and Anthony Athos ("The Reinvention Roller Coaster"), and Jerry Porras (Building Your Company's Vision").

I'd also like to commend the article "Managing Change : The Art of Balancing", by Jeanie Daniel Duck, (which ended up with highlighting on nearly every page!).

So, whilst the material is not exactly new (the various items appeared in the Harvard Business Review between 1992 and 1998), I'd suggest this well-chosen set of articles is as important now as when the articles were first published.Harvard Business Review on Change (Harvard Business Review Paperback Series) Overview

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