E-Book: Always Change a Winning Team

E-Book: Always Change a Winning Team


Order Peter Robertson's Always Change a Winning Team as E-book

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Written by Peter Robertson, who in this book examines the different aspects of change and the impact that this has on organisations, performance and people. An interesting look at how the different frameworks such as the Growth-Curve are applied to explain certain organizational issues. Highly recommended for people who are interested in the tooling and substantiation of Human Insight.


The book contains the following themes and chapters:

Chapter 1: Success is a sleeping pill

Change a prerequisite for survival

The S-Curve: The rhythm of growth and decline

feedforward and feedback, or how the future allows itself to be overtaken by the past

Escape from S-catraz

Chapter 2 Attachment and exploration 

Ethology: A new source of inspiration for management

Illustration of the attachment and exploration systems: a garden party on a sunday afternoon

Exploratory and stability-centered people

Escape from S-catraz

Chapter 3 Inconsistency: The assassin of Changeability 

What is consistency?

Consistency and inconsistency are powerful signals to our attachment system

Escape from S-catraz

Chapter 4 Beacons of Attachment

How the attachment focus is formed

The difference between matter attachment and people attachment

Questions about matter attachment and people attachment

Escape from S-catraz

Chapter 5 Maturity in Complexity

Dealing with complexity

Maturity in complexity is constantly growing

Maturity in complexity and consistency

Escape from S-catraz

Chapter 6 Diversity

The AEM-Cube®: Making diversity measurable

Working with the AEM-Cube: Individual types

Working the AEM-Cube: Team types

Valuing both ends of the maturity-in-complexity axis

Valuing and using diversity: Building effective teams

Escape from S-Catraz

Chapter 7 Conditions for a Changeable Organization

The salmon as a metaphor for changeability

Complex organizational change is a process not a project

Operating the leers for change and changeability

The five levers: A summary