 |
Authentic behavior leads to higher trust, higher leverage, and higher client commitment.
|
38 |
 |
Bring people into the decision about change as early as possible. Commitment comes from having choices.
|
44 |
 |
Operating improvements must be a joint promise between consultant and client, not a unilateral consultant promise.
|
83 |
 |
Saying no says that we have limits, that we have a right to declare boundaries and decide on our own what we commit to.
|
95 |
 |
When we get resistance, one good guess is that the manager feels he or she is going to lose control.
|
141 |
 |
The process of dealing with resistance helps the client move from a position of helplessness, alienation, and confusion to one of choice, engagement, and clarity.
|
144 |
 |
This is the way to deal with resistance: encourage full expression of the concerns so that they pass.
|
150 |
 |
…sustainable improvement comes when clients internalize what is new, make it their own, participate fully in the improvement effort, and build their own capacity.
|
161 |
 |
The purpose… of discovery is to mobilize action that will improve the organization’s functioning.
|
164 |
 |
The way the problem is managed has a powerful effect on the way our expertise can be used.
|
170 |
