„All leadership comes down to this: changing people’s behavior. Why is that so damn hard? Science offers some surprising new answers – and ways to do better. …
The conventional wisdom says that crisis is a powerful motivator for change. But severe heart disease is among the most serious of personal crises, and it doesn’t motivate — at least not nearly enough. Nor does giving people accurate analyses and factual information about their situations. What works? Why, in general, is change so incredibly difficult for people? What is it about how our brains are wired that resists change so tenaciously? Why do we fight even what we know to be in our own vital interests?“
Obwohl das Thema ein Klassiker ist, präsentiert der Artikel einige überaus interessante Einsichten – und ist zu Recht bereits mehrmals erwähnt und kommentiert worden.
Alan Deutschmann, Fast Company, Issue 94, Mai 2005
[Kategorie: New Thinking]