文档介绍：Companies can transform the attitudes and
behavior of their employees by applying
psychological breakthroughs that explain why
people think and act as they do.
Emily Lawson and Colin Price
The McKinsey Quarterly, 2003 Number anization
Over the past 15 or so years, programs to improve anizational performance
have e mon. Yet they are notoriously difficult to carry out. ess
depends on persuading hundreds or thousands of groups and individuals to change the way
they work, a transformation people will accept only if they can be persuaded to think
differently about their jobs. In effect, CEOs must alter the mind-sets of their employees—no
easy task.
CEOs could make things easier for themselves if, before embarking plex performance-
improvement programs, they determined the extent of the change required to achieve the
business es they seek. Broadly speaking, they can choose among three levels of
change. On the most straightforward level, companies act directly to achieve es,
without having to change the way people work; one example would be divesting noncore
assets to focus on the core business. On the next level plexity, employees may need
to adjust their practices or to adopt new ones in line with their existing mind-sets in order to
reach, say, a new bottom-line target. An already "lean" company might, for instance,
encourage its staff to