文档介绍：The psychology of change management
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