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Evaluation and rewards can disempower when they are at odds with the direction of needed change.
|
108 |
 |
…the addition of bonuses and raises does not necessarily motivate a change in behavior, nor does it necessarily convince people that the downside of failure will go unpunished by the system.
|
111 |
 |
Never underestimate the power of clever people to help others see the possibilities, to help them generate a feeling of faith, and to change behavior.
|
112 |
 |
Without conviction that you can make change happen, you will not act, even if you see the vision. Your feelings will hold you back.
|
115 |
 |
In successful change efforts, an empowered group of people are very selective in how they spend their time.
|
127 |
 |
Not all wins are equal. In general, the more visible victories are, the more they help the change process.
|
129 |
 |
In choosing well what to target first, you must satisfy the most basic criteria: achieving visible, meaningful, and unambiguous progress quickly.
|
134 |
 |
It’s easy to declare victory too soon and become complacent yourself. This happens all the time. These traps are inherent in the very nature of large-scale change.
|
146 |
 |
Somewhere in the waves of change, you will have to attack the sturdy silos and difficult politics or you won’t create a twenty-first-century organization.
|
150 |
 |
People are not machines. We need more than maintenance. We need the rejuvenation that comes from sleep, relaxation, and fun of the job.
|
155 |
