ONE PAGE PER QUESTION(2 QUESTIONS) FROM READINGS - TWO PAGES NEEDED ----READINGS ATTACHEDQuestion # 1: What are your key takeaways from the book Buy-In?
Question # 2: Why is it important to consider buy-in within the context of organization strategic management?
Money (or some other problem a proposal- does not address) is the only real issue. You’re implying that we’ve been failing!! What’s the hidden agenda here?� What about this, and that, and this, and that…?� Your proposal goes too far. Your proposal doesn’t go far enough. You have a chicken and egg problem. We can’t afford to do that. You can’t have it both ways. It’s just too much work to do this. Won’t work here, we’re different. It puts us on a slippery slope. We can’t afford this. You’ll never convince enough people. We’re simply not equipped to do this. It’s too simplistic to work. No one else does this. You can’t have it both ways. Tried that before—�didn’t work. We can’t afford before—� didn’t work. It’s too difficult to understand. Good idea, but the timing is wrong. Won’t work here, we’re dif- ferent. It puts us on a slippery slope. We can’t afford this. You’ll never convince enough people. We’re simply not equipped to do this. It’s too simplistic to work. No one else does this. What’s the hidden agenda here?� What about this, and that, and this, and that…?� Your proposal goes too far. You have a chicken and egg problem. You’re abandoning our core values. It’s too simplistic to work. No one else does this. You can’t hawon’t work. help them grasp your proposal’s value. And you’ll secure their commitment to implementing the solution—�winning their minds and hearts. Smart, practical, and brimming with useful advice, Buy-In equips you to anticipate attacks and turn them to your advantage—�so your good idea survives to make a positive change. John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School. He is widely considered the world’s foremost authority on leadership and change. He is the founder of Kotter International, a firm designed to guide global leaders in transformational leadership. He lives in Cambridge, Massachusetts. Lorne A. WhiteheAd is Leader of Education Innovation at the University of British Columbia, where he is also the NSERC/3M Chairholder in the Department of Physics and Astronomy. He lives in Vancouver, British Columbia. (Continued from front flap) Jacket design: Stephani Finks Get inspired. Stay informed. Join the discussion. Visit www.hbr.org/books *For more information about this book visit www.kotterinternational.com/buyin What’s the hidden agenda here? What about this, and that, and this, and that…? Your proposal goes too far. You have a chicken and egg problem. You’re abandoning our core values. It’s oo simplistic to work. No one else does You can’t hawon’t work. We’ve been successful, why change? Money (or some other problem a proposal does not address) is the only real issue. You’re implying that we’ve been failing!! What’s the hidden agenda here? What about this, and that, and this, and that…? Your proposal goes too far. Your proposal doesn’t go far enough. You have a chicken and egg problem. We can’t afford to do that. You can’t have it both ways. It’s just too much work to do this. Won’t work here, we’re different. It puts us on a slippery slope. We can’t afford this. You’ll never convince enough people. We’re simply not equipped to do this. It’s too simplistic to work. No one else does this. You can’t have it both ways. Tried that before— didn’t work. We can’t afford Tried that before—didn’t work. It’s too difficult to understand. Good idea, but the timing is wrong. Won’t work here, we’re different. It puts us on a slippery slope. We can’t afford this. You’ll never convince enough people. We’re simply not equipped to do this. It’s too simplistic to work. No one else does this. *saving your good idea from getting shot down h a r V a r d b u S in e S S r e V i e w p r e S S John P. Kot ter Author of Leading Change and Our Iceberg Is Melting and lorne a. Whitehead www.hbr.org/books General Management ISBN 978-1-4221-5729-9 9 781 422 1 57299 9 0 0 0 0 “John Kotter has done it again! With coauthor Lorne Whitehead, he offers extremely savvy advice for innovators and managers on how to sell your ideas. Buy-In is packed with practical insights and useful techniques.” —Bill George Professor of Management Practice, Harvard Business School, and author, True North “John Kotter is the ultimate authority on change leadership. With this book, he and Lorne Whitehead bring the excitement back into the change process by providing sharp and practical ways to garner support for your ideas that could make change happen.” —Sangeeth Varghese Chairman, LeadCap, and Young Global Leader 2010, World Economic Forum “In research and education—just as in business—progress is often delayed not by a shortage of good ideas, but rather because people aren’t convinced to adopt them. This book will help everyone promote the good ideas that deserve success.” —Maria Klawe President, Harvey Mudd College “This book teaches judolike moves to explain and defend your proposal: let the bad guys swing at you and use their energy to move your plan forward. With a fun, fictional story and concise explanation, Kotter and Whitehead make the techniques clear and simple. I love it!” —Dave Hitz Founder and Executive Vice President, NetApp, and author, How to Castrate a Bull: Unexpected Lessons on Risk, Growth, and Success in Business “Kotter and Whitehead have written an immensely readable and compelling book on how to get buy-in for good ideas. Filled with concrete examples and wise advice, this is a handbook for reformers and a manual for anyone who favors thoughtful change over risk-averse delay.” —Lee S. Shulman President Emeritus, The Carnegie Foundation for the Advancement of Teaching, and Charles E. Ducommun Professor of Education Emeritus, Stanford University “The strategies John Kotter and Lorne Whitehead outline in Buy-In are simple, direct, and invaluable. Their no-nonsense yet well-reasoned approach produces real results that make positive change happen.” —Aris S. Candris President and CEO, Westinghouse Electric Company buy * in (Continued on back flap) Sometimes a good idea isn’t enough. You believe in a good idea. You know it could make a crucial difference for you, your organization, your community. You present it, hoping for enthusiastic support. Instead, you get confounding questions, inane comments, and verbal bullets. Before you know what’s hit you, your idea is dead, shot down. It doesn’t have to be this way, say John Kotter and Lorne Whitehead. In Buy-In, they reveal how to protect good ideas and win the support needed to deliver valuable results. The key?� Understand the unfair attack strategies that naysayers, nitpickers, and handwringers deploy with great success time and time again: * Death by delay: Endlessly putting off or diverting discussion of your idea until all momentum is lost * Confusion: Presenting so much distracting information that confidence in your proposal dies * Fear mongering: Stirring up irrational anxieties about your idea * Character assassination: Undermining your reputation and credibility Through the device of a fresh and amusing fictional narrative, the authors vividly show how avoiding or attempting to quash attackers doesn’t work. According to their counterintuitive approach, it’s far better to respectfully engage these adversaries and stand your ground with simple, convincing responses that save the day. By “inviting in the lions” to critique your idea, and preparing yourself for what they’ll throw at you, you’ll capture busy people’s attention. You’ll US$22.00 K o t t e r W h iteh eA d C ar ol in e K ot te r M ar ti n D ee buy*in KotterWhitehead12703_Mechanical.indd 1 8/5/10 1:34:11 PM For the exclusive use of A. GUPTA, 2021. This document is authorized for use only by ATUL GUPTA in 2021. buy*in Kotter 00 i-xii r3 sp 7/12/10 8:44 PM Page i For the exclusive use of A. GUPTA, 2021. This document is authorized for use only by ATUL GUPTA in 2021. Kotter 00 i-xii r3 sp 7/12/10 8:44 PM Page ii For the exclusive use of A. GUPTA, 2021. This document is authorized for use only by ATUL GUPTA in 2021. What’s the hidden agenda here? What about this, and that, and this, and that…? Your proposal goes too far. You have a chicken and egg problem. You’re abandoning our core values. It’s oo simplistic to work. No one else does You can’t hawon’t work. We’ve been successful, why ch Money (or some other problem a does not address) is the only real issue. Y that we’ve been failing!! What’s the hidd What about this, and that, and this, and tha goes too far. Your proposal doesn’t go f have a chicken and egg problem. We can’ You can’t have it bot It’s just too much work t work here, we’re differe a slippery slope. We can’t never convince enough pe not equipped to do this. to work. No one else doe have it both ways. Trie didn’t work. We ca Tried that before—didn’t work. It’s too difficult to understand. Good idea,