Leadership and The Psychology of Turnarounds  

Oleh:

Kanter, Rosabeth Moss

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 81 no. 6 (Jun. 2003)
Topik: PSYCHOLOGY; change management; communication in organizations; leadership; organizational change; organizational development; psychology

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.20 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Turnaround champions - those leaders who manage to bring distressed organizations back from the brink of failure - are often acclaimed for their canny financial and strategic decision making. But having studied their work closely, Harvard Business School's Rosabeth Moss Kanter emphasizes another aspect of their achievement. These leaders reverse the cycle of corporate decline through deliberate interventions that increase the level of communication, collaboration, and respect among their managers. Ailing companies descend into what Kanter calls a "death spiral," which typically involves finger pointing and deriding colleagues in other parts of the business, rising tensions and declining collaboration, helplessness, passivity and, finally, denial. To counter these dynamics, Kanter says, and reverse the company's slide, the CEO needs to apply certain psychological interventions - specifically, replacing secrecy and denial with dialogue, blame and scorn with respect, avoidance and turf protection with collaboration, and passivity and helplessness with initiative. The author offers in - depth accounts of how the CEOs at Gillette, Invensys, and the BBC used these interventions to guide their employees out of corporate free fall and onto a more productive path.

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