
In "The Problem with Change," Ashley Goodall boldly challenges our obsession with disruption. Why do 70% of organizational changes fail? Marcus Buckingham calls it "completely engaging" for revealing uncomfortable truths: constant change actually undermines performance. The stability paradox no leader can afford to ignore.
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Imagine arriving at work to discover your department no longer exists, your project has been scrapped, and your boss has been replaced-all in the same week. This "life in the blender" scenario isn't just disorienting; it's the exhausting reality many face in today's corporate world. In "The Problem with Change," Ashley Goodall challenges our worship of disruption and reveals the hidden costs of constant organizational upheaval. The evidence is sobering: employees in perpetually changing organizations experience 60% higher stress levels and are three times more likely to suffer burnout. Teams caught in reorganization typically see a 25% drop in productivity-sometimes lasting years. Yet we've normalized this chaos, celebrating "comfort with ambiguity" as a virtue rather than recognizing it as an occasional necessity. What if our approach to change fundamentally misunderstands human psychology? What if stability, rather than disruption, is the true foundation of meaningful progress?
Divida as ideias-chave de The Problem with Change em pontos fáceis de entender para compreender como equipes inovadoras criam, colaboram e crescem.
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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