Leadership and the psychology of turnarounds.

摘要: 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 work closely, Harvard Business School's Rosabeth Moss Kanter emphasizes another aspect achievement. These reverse cycle corporate decline through deliberate interventions that increase level communication, collaboration, respect among managers. Ailing companies descend into what calls a "death spiral," which typically works this way: After an initial blow company's fortunes, people begin pointing fingers deriding colleagues in other parts business. Tensions rise collaboration declines. Once they are no longer acting concert, find themselves less able effect change. Eventually, many come believe helpless. Passivity sets in. Finally, ultimate pathology troubled takes hold: denial. Rather than volunteer opinion one else seems share, engage collective pretense ignore individually know. To counter these dynamics, says, slide, CEO needs apply certain psychological interventions--specifically, replacing secrecy denial with dialogue, blame scorn respect, avoidance turf protection passivity helplessness initiative. The author offers in-depth accounts how CEOs at Gillette, Invensys, BBC used guide employees out free fall onto more productive path.