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3) gives examples of a famous British and American political leader?
4) suggests that giving people full and clear information is important?
5) suggests that companies that do not change will not survive?
3. Write sentences about how companies should or shouldn't react to
change, according to Jack Welch.
For example, Companies should adapt to change; they shouldn't hang
on to weaknesses.
4. Write down words and phrases which suggest the idea of change. Then
compare your list with a partner.
5. Find words or phrases in the quotations which mean:
1) the reasons for an action (quotation 2).
2) potential danger (quotation 3).
3) courageous (quotation 4).
4) to enjoy (quotation 5).
Reading II: Read the dialogue.
(I = Interviewer, JK = Jeremy Keeley)
I: OK Jeremy, let me start by asking you, why do people oppose change?
JK: Resistance to change is the most natural of human reactions and is
based on uncertainty and it’s based on fear – fear of losing your job, fear of,
perhaps, not being able to survive in a new situation. It’s based on lack of trust
in the decision-makers and it’s based on an absolute feeling of lack of control
over the situation. All of those are very natural reactions, and the way to manage
resistance is nit to completely ignore it but actually to manage it as if it were
natural.
I: Can you think of an example where change was handled well?
JK: One of my favourite examples. I was working for a client a number
of years ago, and a new Chief Executive came and the client had to reduce its
cost very much. It had been trying to compete with its major competitor on a
basis of amount and was trying to be cheaper. And its major competitor was four
or five times its size and there was just no way that could happen. And the new
Chief Executive came in and within three weeks had published exactly what he
was trying to achieve. And every single person in the organization knew this
chap’s idea. They knew they were going to go for corporate, high speed, high
profile customers, and they were going to ignore the mass volume residential
market which was a lot bigger, and with much larger limits. And the company
was going to go for much more value-added. And the Chief Executive made
absolutely clear, right from the beginning, exactly what he was going to do. He
talked about the number of heads he was going to have to take out of the
organization. So he talked about the problems – he was absolutely honest about
it. But he also talked about the gains and explained his vision in a lot of detail to
everybody but in a number of face-to-face communications and in a weekly
letter that he wrote to everybody in the organization. Every week a letter came
out from this chief executive saying exactly what progress had been made,
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3) gives examples of a famous British and American political leader?
4) suggests that giving people full and clear information is important?
5) suggests that companies that do not change will not survive?
3. Write sentences about how companies should or shouldn't react to
change, according to Jack Welch.
For example, Companies should adapt to change; they shouldn't hang
on to weaknesses.
4. Write down words and phrases which suggest the idea of change. Then
compare your list with a partner.
5. Find words or phrases in the quotations which mean:
1) the reasons for an action (quotation 2).
2) potential danger (quotation 3).
3) courageous (quotation 4).
4) to enjoy (quotation 5).
Reading II: Read the dialogue.
(I = Interviewer, JK = Jeremy Keeley)
I: OK Jeremy, let me start by asking you, why do people oppose change?
JK: Resistance to change is the most natural of human reactions and is
based on uncertainty and it’s based on fear – fear of losing your job, fear of,
perhaps, not being able to survive in a new situation. It’s based on lack of trust
in the decision-makers and it’s based on an absolute feeling of lack of control
over the situation. All of those are very natural reactions, and the way to manage
resistance is nit to completely ignore it but actually to manage it as if it were
natural.
I: Can you think of an example where change was handled well?
JK: One of my favourite examples. I was working for a client a number
of years ago, and a new Chief Executive came and the client had to reduce its
cost very much. It had been trying to compete with its major competitor on a
basis of amount and was trying to be cheaper. And its major competitor was four
or five times its size and there was just no way that could happen. And the new
Chief Executive came in and within three weeks had published exactly what he
was trying to achieve. And every single person in the organization knew this
chap’s idea. They knew they were going to go for corporate, high speed, high
profile customers, and they were going to ignore the mass volume residential
market which was a lot bigger, and with much larger limits. And the company
was going to go for much more value-added. And the Chief Executive made
absolutely clear, right from the beginning, exactly what he was going to do. He
talked about the number of heads he was going to have to take out of the
organization. So he talked about the problems – he was absolutely honest about
it. But he also talked about the gains and explained his vision in a lot of detail to
everybody but in a number of face-to-face communications and in a weekly
letter that he wrote to everybody in the organization. Every week a letter came
out from this chief executive saying exactly what progress had been made,
60
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