INTRODUCTION
NO LEADER NEEDS CONVINCING that improvement and change is at the top of the agenda. And no leader needs a book of sympathy for how hard it is to bring change about—whether in oneself or in others. We all know that change is hard, but we don’t know enough about why it is so hard and what we can do about it. Most of the favorite explanations, while true in some cases, turn out to be weak answers to why the changes that are called for today are so difficult. Lack of urgency? Inadequate incentives? Uncertainty about what we really need to do differently? Are these really the primary barriers to change you see in yourself and in those who work and live around you?
Not long ago a medical study showed that if heart doctors tell their seriously ...
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