CHANGE THE CULTURE CHANGE THE GAME PDF
THE SUMMARY IN BRIEF. In Change the Culture, Change the Game, Roger Connors and Tom Smith, the recognized experts on creating a culture of. PdF download Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accounta Bility for Results unlimited. full download CRUSH IT!: why NOW is the time to cash in on your passion PDF Ebooks StrengthsFinder A New and. PdF download Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results Free acces. Book details Author: Roger Connors Pages: pages Publisher: Portfolio Language: English ISBN
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Change the Culture, Change the Game book. Read 36 reviews from the world's largest community for readers. Three-time New York Times bestselling authors. Editorial Reviews. Review. "Lloyd James expertly narrates [this] book on organizational Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accounta bility for Results - Kindle. myavr.info: Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accounta bility for Results.
Definitely a book to consider as a lot of companies have to adjust their culture to the changing environment to stay in profit. The book is well-written and good examples bring the topic to life. When it comes to accountability, readers would be hard pressed to find two better authors to discuss the subject than Roger Connors and Tom Smith. Take a moment to think about this idea. While it sounds rather intuitive, Connors and Smith point out just how few organizations are able to make the connection between their organizational culture and the results that it produces.
Of course, when one considers this idea, the logic of it becomes as clear as the midday sun. The book is one of the most densely packed instructional volumes that executives will encounter. However, the results that it is certain to produce more than justify the investment of time that readers will devote to it. When I first started reading this book a few months back, I put it down after probably the first 2 or 3 pages. But that was months back. The authors have shed light on subjects that usually elude our cons When I first started reading this book a few months back, I put it down after probably the first 2 or 3 pages.
The authors have shed light on subjects that usually elude our conscious mind.
The book might as well have been a book on mathematical theories, as the duo have meticulously explained with comprehensive examples, the meaning and the impact on and of each variable in the equations. For example, speaking on a personal level, I had never chalked out a path between leadership's actions and final results on the shop floor, or the invisible results that permeates like ether in the organization.
And reading this book has helped me understand this journey better.
Nevertheless, it's a book I'll encourage every business leader to read. Even if you disagree to how your actions influence how your people sleep at nights, you can now not say, "I didn't know!
Apr 01, Bob Wallner rated it it was amazing Shelves: I read many negative reviews saying Change The Culture kept repeating themselves. I guess we are all to assume that those reviewers had absolutely no problems making huge cultural changes in their workplaces.
For the rest of us, the authors do a great job of getting key points through your head. This book provides a step by step instruction to get from today to tomorrow.
It was difficult to follow at times; I read many negative reviews saying Change The Culture kept repeating themselves. It was difficult to follow at times; however, it made much more sense when I was able to view the visuals. I really enjoyed this book and will put in on my "Re-Read" list.
Apr 06, Laura added it. I listened to this book on audio and then bought it because I wanted to dig into it more. So I have not "officially" read it. It addresses the need to change the experiences employees and leaders have in order to change their beliefs which drive their actions and ultimately the results.
[PDF Download] Change the Culture Change the Game: The Breakthrough Strategy for Energizing
It also addresses holding people accountable for their actions and results, and makes this difficult topic palatable. The book has lots of good graphics that step you through the process and make it easy to skim, I listened to this book on audio and then bought it because I wanted to dig into it more.
The book has lots of good graphics that step you through the process and make it easy to skim, especially after having heard it. Jun 19, Audrey rated it liked it.
The book is wildly similar to the training making it consistent. There were for sure a few extra nuggets in here that made it worth reading, but as far as the text itself, a lot of the meat of it can get a little bit jargin-y and at times repetitive, and for better or worse the the text is filled with anecdotes.
All in all, I buy in to the theory of culture change and the tools presented by the authors and thin A read for work, this is based on the Partners in Leadership Culture Change Track. All in all, I buy in to the theory of culture change and the tools presented by the authors and think it is a great tool for any organization undergoing culture change.
Jul 03, Ron rated it really liked it. Yes, it is repetitive, but the authors are reinforcing lessons from previous works. It is designed to build upon earlier concepts and to take the learning to a higher level. It's supposed to be repetitive, at least to a degree. Negative reviews are not fully understanding the purpose and scope of this work. Oz provides the foundation; each successive book expands the learning and intended application. Sep 28, Dug rated it liked it.
Part 1 could be reduced to one chapter. Part 2 has more meat. The book is much more valuable if you have the opportunity to take the class given by Partners In Leadership. The concepts are simple but challenging to implement and maintain. If senior leadership is not on board to drive the change, it will be waste of time. Nov 02, Sean Martin rated it liked it.
My current employer is going through a culture change at the moment. It provides a good framework for culture change. It also assumes that everyone is and extrovert with a lot of suggestions. Jan 05, Lindsy rated it liked it. Interesting book on the impact of culture on business results.
Good stories of companies that achieved results. Since this was work recommended I am very curious to see it in action. Raised a lot of questions for application to work. Sep 24, Mark Bergstrom rated it really liked it.
Good book that relates well to my current job. Probably would have given it a lower score if my job was not related to Cultural enhancements. Dec 27, Pete rated it really liked it. Below is NOT a review of the book. These are my notes, mostly quotes with page numbers from the paperback, which I used to review the book prior to giving my presentation. Leaders must create the needed culture. The culture produces the results. If everyone in the organization continues to think and act in the same manner as they do today, can you expect to achieve the results you need to achieve?
We know from long experience that the leadership team must shoulder the responsibility of shifting the culture. Below the line is the all -too-familiar blame game or victim cycle. We suggest using four criteria:.
When you effectively create accountability to achieve R2, people start to see their purposes and roles differently , defining their jobs in terms of the results they need to achieve rather than their job descriptions. It bears repeating: Your culture produces your results. If you need a change in results, then you need a change in culture. What else can I do to achieve R2 results. More often than not, you will not accomplish full-scale cultural transition without making a number of level 3 changes in the way people think and act.
During a time of organizational transition, we frequently see people at every level playing not to lose, rather than playing to win…when people worry more about protecting themselves rather than creating C2. Nothing, absolutely nothing, gets people to change the way they act faster than getting them to change the way they think. Not all beliefs are equal: Category 1 beliefs do not reflect a high degree of belief bias.
Easy to change. Category 2 beliefs steeped in experience, are strongly held, fully embraced and not easily abandoned. Category 3 beliefs are at the very foundation of a persons values — moral, ethical, principles. What would you want people saying to new employees when they seek guidance about how things work in your organization?
Our research shows that the more consciously and deliberately you approach the task of identifying B2 beliefs, the more effectively you can write your cultural beliefs statement.
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Employees attitude about the job and about the company are the two factors that predict the behavior in front of the customer. We feel confident that when you focus on the foundation of the results pyramid and provide the right experience, people will change the way they think.
Once employees translated experiences into shared beliefs, no one needed to tell them what to do. Keep in mind that for good or bad, you are already creating experiences E1 and beliefs B1 and a culture C1, and you will continue to do so, whether you do it consciously or not.
When it comes to experiences that instill beliefs, never underestimate the power of conscious and deliberate interpretation. Four steps to providing E2 experiences: When it comes to living the Cultural Beliefs, who is the most important person who needs to change? Neither meaningful nor raid culture change will occur unless the experience beliefs, and actions are aligned with the and reinforce R2 results. There is a simple yet powerful relationship between the beliefs people within the organization hold and the actions they take.
Their beliefs about how work should get done directly affect what they do. If you change people's beliefs about how they should do their daily work and help them adopt the new beliefs you need them to hold, you will produce the actions you need them to take. When leaders work with this deeper, more lasting aspect of behavior, they tap into the most fundamental accelerator of effective culture change. With this in mind, our methodology for accelerating culture change emphasizes that we do not focus on changing every kind of belief.
As shown in the diagram below, there are real differences in the kind of beliefs we hold. A Category 1 belief does not reflect a high degree of belief bias and does not influence people's actions in a dramatic way.
When presented with new information, people fairly easily abandon this kind of belief. For instance, a sales representative may feel that the most effective presentation to a customer involves using the old marketing materials she knows by heart.
A phone call with her supervisor, however, may convince her that the new marketing pieces will improve her ability to motivate the customer to make a buying decision.
As a result, the rep quickly abandons the belief that the old materials work best and adopts the belief that the new materials will be more effective in helping her achieve her sales number. A Category 2 belief, steeped in experience, is strongly held, fully embraced, and not easily abandoned.
For instance, when people in an organization believe, "You can't say what you really think to management because they don't want to hear it," that is probably a category-two belief. This belief, developed over time, reflects a strong opinion based upon powerful personal experiences.
You cannot easily shift this category of belief because people see it as an accurate description of the truth and a strong guide to how they should behave.
A Category 3 belief resides at the very foundation of a person's values concerning moral, ethical, principled, right and wrong behavior. People hold such beliefs so deeply that they will abandon them only under extreme pressure and often not even then. For example, imagine someone believing strongly that intentionally falsifying information on a production report would be unethical, immoral, and against the law.
That bedrock belief will not likely change unless a person faces a life-or-death threat. Even under duress, however, a Category 3 belief may defeat all efforts to alter it.
When we talk about shifting beliefs to change the culture, we are usually talking about working with Category 1 and Category 2 beliefs that reflect "How we do things around here. Changing Category 3 beliefs usually involves a higher degree of emotion and pain. We see this whenever a particular shift involves a modification of the "Social contract" between employees and employers. Such shifts may include reducing the workforce, changing the working hours, altering the rate of pay, or requiring retraining in new skills.
Certain employees feel that such changes violate the rights to which they feel entitled. Leaders must appreciate how deeply and strongly people may hold a certain belief because it will dictate how much effort, energy, and attention it will take to shift.
Whether you realize it or not, you provide experiences for everyone around you every day. Each interaction you have with others in the organization creates an experience that either fosters or undermines the beliefs you need them to have. Quite simply, the experiences you provide create the beliefs people hold.
Helping thousands of clients successfully accelerate culture change over the last two decades has convinced us that leaders must become highly proficient at creating the right experiences that foster desired cultural beliefs. Those who gain this proficiency will more likely achieve their desired results as they accelerate the needed shift in culture and develop a Culture Of Accountability.
We feel confident that when you focus on the foundation of The Results Pyramid and provide the right experiences, people will change the way they think.
Building the Case for Change
If you change the way they think, then you can change the culture; and when you change the culture, you change the game. Therefore, you should always expect that most of the experiences you create will require careful interpretation.You begin by becoming more conscious of the experiences you are creating for your people that contribute to their beliefs about what they should pay attention to and how they should do it.
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This need not happen. The academic literature on the subject is vast.
The book has lots of good graphics that step you through the process and make it easy to skim, I listened to this book on audio and then bought it because I wanted to dig into it more.
Shalom Schwartz and E. In contrast, a culture that emphasizes caring and order encourages a work environment in which teamwork, trust, and respect are paramount. It resides in shared behaviors, values, and assumptions and is most commonly experienced through the norms and expectations of a group—that is, the unwritten rules. This book introduces a methodology for changing the way people think and act throughout an organization to make certain they achieve their key results.