The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations

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		The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations
		The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations

基本信息·出版社：Jossey-Bass
·页码：176 页
·出版日期：2008年04月
·ISBN：0787988820
·条形码：9780787988821
·装帧：精装
·正文语种：英语
·外文书名：变化的六个秘密: 最佳领导帮助单位生存与繁荣必行

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The Six Secrets of Change explores essential lessons for business and public sector leaders for surviving and thriving in today’s complex environment. He draws on his acclaimed work in bringing about large–scale and substantial change in education reform in both public school systems and universities, as well as engaging in major change initiatives internationally. This book is filled with lessons that are insightful, actionable, and concisely communicable. These lessons are secrets not because there is a conspiracy to hide them from public view, but because they are often difficult to grasp in their deep meaning, and challenging to appreciate and act on in combination. Fullan makes these so–called secrets accessible and useful and offers illustrative examples from a variety of businesses, health organizations, and public education systems.
作者简介 Michael Fullan is professor emeritus of the Ontario Institute for Studies in Education of the University of Toronto. He currently serves as special advisor in education to the premier of Ontario. Recognized as a worldwide authority on organizational change, he is engaged in training, consulting, and evaluating change projects around the world. Fullan is the author of Leading in a Culture of Change and Turnaround Leadership.
编辑推荐 From Publishers Weekly
Fullan (Leading in a Culture of Change) argues that the world is too complex for any theory to possess unassailable certainty, and leaders should shy away from relying on a single blueprint for success. Instead, good leaders should use theories of action to guide their decisions, but remain open to new data that may direct further action. Fullan advocates adopting theories that travel—practical insights that travel across sectors, geography and culturally diverse situations and point to actions likely to be effective given the circumstances. To help managers navigate change, Fullan share six secrets designed to help with large-scale reform: Love Your Employees, Connect Peers with Purpose, Capacity Building Prevails, Learning Is the Work, Transparency Rules and Systems Learn, and provides guidelines for making these secrets work. Although the six secrets are hardly radically new ideas and are presented as a bit of a panacea, Fullan's practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels. (May)
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Review
"Fullan's practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels." (Publisher's Weekly, 03/20/08)

Fullan (Leading in a Culture of Change) argues that the world is too complex for any theory to possess unassailable certainty, and leaders should shy away from relying on a single blueprint for success. Instead, good leaders should use theories of action to guide their decisions, but remain open to new data that may direct further action. Fullan advocates adopting “theories that travel”—practical insights that travel across sectors, geography and culturally diverse situations and point to actions likely to be effective given the circumstances. To help managers navigate change, Fullan shares six secrets designed to help with large-scale reform: “Love Your Employees, “Connect Peers with Purpose,” “Capacity Building Prevails,” “Learning Is the Work,” Transparency Rules” and “Systems Learn,” and provides guidelines for making these secrets work. Although the six secrets are hardly radically new ideas and are presented as a bit of panacea, Fullan’s practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels. (May.) (Publishers Weekly, March 17, 2008)

"Fullan's practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels." (Publishers Weekly, March 17, 2008) "Readable and challenging." CPO Agenda June 2008 "...fascinating book" (Headteacher Update, November 2008)

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