Book : Buy-in Saving Your Good Idea From Getting Shot Down -

-Titulo Original : Buy-in Saving Your Good Idea From Getting Shot Down

-Fabricante :

Harvard Business Review Press

-Descripcion Original:

Youve got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group, but get confounding questions, inane comments, and verbal bullets in return. Before you know whats happened, your idea is dead, shot down. Youre furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country.It doesnt have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By inviting in the lions to critique your idea--and being prepared for them--youll capture busy peoples attention, help them grasp your proposals value, and secure their commitment to implementing the solution.The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined--including:- Death-by-delay: Your enemies push discussion of your idea so far into the future its forgotten.- Confusion: They present so much data that confidence in your proposal dies.- Fearmongering: Critics catalyze irrational anxieties about your idea.- Character assassination: They slam your reputation and credibility.Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks--so your good idea makes it through to make a positive change. About the Author John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School and is widely considered the worlds foremost authority on leadership and change. Lorne A. Whitehead is Leader of Education Innovation at the University of British Columbia, where he has also been a professor and the NSERC/3M Chairholder in the Department of Physics and Astronomy. Excerpt. © Reprinted by permission. All rights reserved. PrefaceMost people skip Prefaces (occasionally feeling guilty as they do so) because they are not particularly interested in an introduction to a book, its history, any research behind it, or the writers. If you are a skipper, just flip to page 13. And don’t feel guilty.We have all experienced the basic problem addressed here, and in a very personal way, because it is an old, common, human, and increasingly important problem. You need sufficient support for a good idea or the right decision will not be accepted and implemented well. You or your allies present the plan. You present it well. Then, along with thoughtful issues being raised, come the confounding questions, inane comments, and verbal bullets-either directly at you or, even worse, behind your back. It matters not that the idea clearly makes sense. It matters not that the idea is needed, insightful, innovative, and logical. It matters not even if the issues involved are extremely important to a business, an individual, or even a nation. The proposal is still shot down, accepted but without sufficient support to gain all of its true benefits, or slowly dies a sad death. You’ve been there, both on and off the job. It can be maddening. You can end up flustered, embarrassed, or furious. All those who would benefit from the idea lose. You lose. In an extreme case, a whole company or nation may lose. And, as we shall demonstrate in this book, it doesn’t have to be that way. The argument put forth here, summarized simply, is this:1. The competent creation and implementation of good ideas is a basic life skill, relevant to the 21 year old college graduate, the 55 year old corporate CEO, and virtually everyone else. This skill, or the lack of it, affects the economy, governments, families, and most certainly our own lives. This point may be obvious, but less