The Key To Thriving In Times Of Transformation

In Induced Change, Doug Skonord shows how to handle change in people and organizations, using his own model. The book builds on the idea that society goes through four phases of change, as explained in The Fourth Turning. Skonord focuses on smart leadership and teamwork to help people adapt and succeed in times of big changes.

CHAPTERS

chapters we have

Each chapter is created to give you a thorough understanding of the story and its themes. You’ll discover what makes this book unique and gain insights into its core elements. Get ready to explore every facet of the narrative and uncover what this book is all about!

Chapter 1

The Psychological Elements of Induced Change

The efficiency of reducing stress is accomplished by creating habits. Habits allow us to complete tasks in a routine manner—without rethinking each step in the process. When we develop a plethora of productive habits, we reduce the dissonance that occurs when trying to invent each subsequent step.

chapter 02

Definition of Induced Change

The concept of Induced Change is vaguely understood by a few people but mainly outside the thought processes of psychologists and management practitioners. It is used sporadically, more by instinct and luck than by design.

chapter 03

When and How to Apply the Induced Change Model

Induced Change is needed when an organization is not performing in the top 20 percent of similar organizations. If your company is performing in the top 20 percent, you are largely insulated from the threat of competitive obsolescence.

chapter 04

Appropriate Versus Inappropriate Use of Induced Change

The most common noun for using the model of Induced Change in a manipulative manner is bullying. When an individual threatens or intimidates others to create tension (the first stage of the model) without due cause (as in legitimate discipline), they self-servingly corrupt this process to suit their personal agenda.

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