How Resilient Managers Succeed and Prosper Where Others Fail
January 18, 1993
In this clinical study cum management guide, psychologist and business lecturer Conner discusses change as an inevitable, often disorienting element of the modern worker's business life. Citing the dysfunction likely to occur among employees facing corporate-merger upheavals or new high-tech equipment, he defines ``resilience'' as essential to viewing change as an ``understandable and manageable process.'' Conner charts a system of ``support patterns'' for achieving transitions at ``appropriate'' speed. Also essential to successful navigation of change, he observes, is ``interdependent synergy,'' exemplifed by the cooperation of a foxhole gunner and his ammo-toting partner, at every corporate level. In his book of wise counsel, Conner also points out that true resilience means ``never being surprised that you are surprised.'' 25,000 first printing.
January 1, 1993
In this world of impermanent governments and topsy-turvy businesses, Yeats's line "the centre cannot hold" comes to mind as an apt description of our times. Taking advantage of this whirlwind of change is a plethora of "change doctors" who aid executives with their hyperdynamic responsibilities. Conner presents a well-reasoned, original approach to change management, relevant for any organization. Based on his extensive consulting experience, Conner describes the patterns of change, his unique principles of resilience, and the imperative that the change process be actively led by managers. More functional than either Rosabeth Moss Kanter's The Change Master (Touchstone, 1985) or Tom Peters's Thriving on Chaos ( LJ 10/15/87), this is a useful guide to managing change, especially for stressed-out managers. Highly recommended.-- Dale Farris, Groves, Tex.
Copyright 1993 Library Journal, LLC Used with permission.
January 1, 1993
Conner runs his own Atlanta-based consulting and research firm devoted to understanding how people respond to change. He presents here a framework to help anticipate, cope with, and foster change successfully. He explains that change affects us personally, organizationally, and socially. He also shows that the impact of change today is greater than ever in three different dimensions: the volume or number of changes, the speed or momentum of change, and the complexity of change. He identifies the trait of "resilience," "the ability to absorb high levels of change while displaying minimal dysfunctional behavior," and argues that it is possible for managers to enhance both individual and group resilience. Conner's ultimate message is crucial; he makes it clear that the costs of not changing will always far outweigh those required to change. ((Reviewed Jan. 1, 1993))(Reprinted with permission of Booklist, copyright 1993, American Library Association.)