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Buy-In de John P Kotter

Buy-In

Autor John P Kotter, Lorne A. Whitehead
en Limba Engleză Hardback – 6 oct 2010

Subliniem un fapt adesea ignorat în mediul organizațional: cele mai bune idei nu eșuează din cauza lipsei de merit, ci din cauza atacurilor previzibile — amânări, confuzie indusă sau atacuri la persoană — care le ucid înainte de implementare. În Buy-In, John P Kotter și Lorne A. Whitehead demonstrează că obținerea susținerii necesită mai mult decât o prezentare logică; necesită o strategie de combatere a rezistenței. Dacă The Elegant Pitch v-a oferit cadrul teoretic pentru structurarea propunerii, această carte oferă instrumentele practice pentru a supraviețui „tirului” de întrebări ostile care urmează prezentării. Remarcăm abordarea neconvențională a autorilor: în loc să evitați criticii, sunteți încurajați să „invitați leii” în arenă, folosind contra-strategii specifice pentru a transforma scepticismul în angajament. Lucrarea se poziționează ca un complement pragmatic la The Heart of Change, unde John P Kotter explora psihologia schimbării; aici, accentul cade strict pe tacticile de supraviețuire a ideii în fața opoziției directe. Structura volumului este extrem de eficientă, începând cu „Povestea Centerville” — o narațiune care ilustrează eșecul și salvarea unui plan bun — și continuând în partea a doua cu „Metoda”. Această secțiune tehnică detaliază 24 de atacuri tipice și 24 de răspunsuri aferente, oferind un ghid de referință rapid pentru orice lider care trebuie să navigheze prin birocrație sau politici de birou pentru a produce rezultate valoroase.

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Specificații

ISBN-13: 9781422157299
ISBN-10: 1422157296
Pagini: 208
Dimensiuni: 148 x 216 x 23 mm
Greutate: 0.34 kg
Editura: Harvard Business Review Press
Locul publicării:United Kingdom

De ce să citești această carte

Recomandăm această carte oricărui profesionist care s-a simțit vreodată frustrat de respingerea unei idei bune. Veți învăța să identificați instantaneu cele patru mari strategii de sabotaj și, mai important, veți primi un arsenal de 24 de răspunsuri gata de utilizat. Este un ghid de supraviețuire care transformă prezentările vulnerabile în proiecte aprobate, oferindu-vă controlul asupra procesului de decizie.

Despre autor

John P Kotter este profesor emerit la Harvard Business School și o autoritate recunoscută la nivel mondial în domeniul leadershipului și managementului schimbării. Autor al bestsellerului Leading Change, Kotter și-a dedicat cariera studierii modului în care organizațiile pot implementa transformări durabile. În Buy-In, el colaborează cu Lorne A. Whitehead pentru a aduce o perspectivă aplicată asupra comunicării strategice, completând viziunea sa sistemică asupra schimbării cu tactici interpersonale esențiale pentru succesul oricărei inițiative noi.

Descriere scurtă

You've got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group, but get confounding questions, inane comments, and verbal bullets in return. Before you know what's happened, your idea is dead, shot down. You're furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country.

It doesn't have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By "inviting in the lions" to critique your idea--and being prepared for them--you'll capture busy people's attention, help them grasp your proposal's value, and secure their commitment to implementing the solution.

The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined--including:

· Death-by-delay: Your enemies push discussion of your idea so far into the future it's forgotten.

· Confusion: They present so much data that confidence in your proposal dies.

· Fearmongering: Critics catalyze irrational anxieties about your idea.

· Character assassination: They slam your reputation and credibility.

Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks--so your good idea makes it through to make a positive change.

Cuprins

Table of Contents

Preface

Part One: The Centerville Story

1. The Death of a Good Plan 12
2. Saving the Day in Centerville, Part 1 21
3. Saving the Day, Part II 54
4. Saving the Day, Part III 72

Part Two: The Method

5. Four Ways to Kill Good Ideas 73
6. A Counterintuitive Strategy for
Saving Your Good Idea 89
7. 24 Attacks & 24 Responses 109
8. How The Method Helps Large-scale
Change 133
9. A Quick Reference Guide for Saving
Good Ideas. 143

Notă biografică


John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School and is widely considered the world's foremost authority on leadership and change. Lorne A. Whitehead is Leader of Education Innovation at the University of British Columbia, where he has also been a professor and the NSERC/3M Chairholder in the Department of Physics and Astronomy.

Extras

Preface

Most people skip Prefaces (occasionally feeling guilty as they do so) because they are not particularly interested in an introduction to a book, its history, any research behind it, or the writers. If you are a skipper, just flip to page 13. And don’t feel guilty.

We have all experienced the basic problem addressed here, and in a very personal way, because it is an old, common, human, and increasingly important problem. You need sufficient support for a good idea or the right decision will not be accepted and implemented well. You or your allies present the plan. You present it well. Then, along with thoughtful issues being raised, come the confounding questions, inane comments, and verbal bullets—either directly at you or, even worse, behind your back. It matters not that the idea clearly makes sense. It matters not that the idea is needed, insightful, innovative, and logical. It matters not even if the issues involved are extremely important to a business, an individual, or even a nation. The proposal is still shot down, accepted but without sufficient support to gain all of its true benefits, or slowly dies a sad death.

You’ve been there, both on and off the job. It can be maddening. You can end up flustered, embarrassed, or furious. All those who would benefit from the idea lose. You lose. In an extreme case, a whole company or nation may lose. And, as we shall demonstrate in this book, it doesn’t have to be that way.

The argument put forth here, summarized simply, is this:

1. The competent creation and implementation of good ideas is a basic life skill, relevant to the 21 year old college graduate, the 55 year old corporate CEO, and virtually everyone else. This skill, or the lack of it, affects the economy, governments, families, and most certainly our own lives. This point may be obvious, but less obvious are two additional points. First, the amount of thought and education put into making good decisions is far higher today than the knowledge and instruction on how to implement those ideas. In the world of business, for example, the field of strategy has made huge advances in the past twenty years. The field of strategy implementation, in contrast, has made much less progress. Second, and even more overlooked, is that our insufficient knowledge about how to get good new ideas accepted by others—a central piece of making anything happen--is becoming more and more of a problem as the world changes faster and faster.
2. Change is one of the most powerful forces shaping everything in the world in which we live. With change swirling around us, we need to change more often, which demands good ideas---ideas in the form of plans, proposals, or strategies. But, more so, we need effective action that can make those ideas be used. This is true regardless of the issue: from pitching an idea to obtain modest resources to exploring an innovative new product area to changing the health care system in the U.S. And one of the steepest walls which stop us from making increasingly needed ideas happen is the buy-in obstacle.
3. It would be wonderful if the good ideas you have, on or off the job, could simply stand on their own. But far too often, this is not the case. Whether it’s a big bill before Congress, an innovative corporate strategy, or tonight’s plan for dinner and the movies, sensible ideas can be ignored, shot down, or, more often, wounded so badly that they produce little gain. A wounded idea might still get 51% of the relevant heads nodding approval. But when true buy-in is thin, the smallest of obstacles can eventually derail a supposedly agreed-upon proposal.
4. The questions, concerns, and arguments that wound or kill truly good ideas may seem to be limitless, but for all practical purposes they are not. There are a few dozen arguments used against good ideas that are very generic in their form, can be used in virtually any setting, and can be very powerful. There are also a set of generic responses, all based on a single, somewhat counterintuitive method, that can build strong support for good ideas, regardless of the setting (on or off the job) or the scale of the issues (trying to get buy-in for a new corporate strategy or for a clever proposal to spend $100).
5. Although much has been written on buy-in or related topics (persuasion, communication), the method we offer here, and the 24 very specific responses to 24 common generic attacks, have a power and efficiency (buy-in achieved for resources used) that may be unique, and thus of great potential use to those pursuing innovation, strategy implementation, or simply trying to get one good idea accepted by an after-work, pick-up basketball team. In a world in which we all have limited time and economic resources, unusual power and efficiency can mark the difference between what is practical and what is not, between what creates success and what does not.