Many executives wonder why their recommendations go unheeded, others wonder why they don't have the authority they thought and why people who report to them appear indifferent. This text offers ways to sell ideas that avert resistance to change, and shows why organizations tend to be defensive.
The significant examples presented here are the result of almost a decade of direct research and application in a very diverse set of organizations, including Fortune 500 manufacturing and services firms, non-profit organizations, health care organizations, and public education.
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