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It Starts with One: Changing Individuals Changes Organizations, 3rd edition

  • J Stewart Black
  • Hal Gregersen

Published by Pearson FT Press (November 21st 2013) - Copyright © 2014

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It Starts with One: Changing Individuals Changes Organizations

ISBN-13: 9780133407303

Includes: Hardcover
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  • Hardcover

    You'll get a bound printed text.


To change the organization, first change the individual.

To change the individual, read this book!


Organizations can’t change because individuals don’t change. Individuals don’t change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps and unleash their power to deliver superior, sustained strategic change.


Extensively updated with new techniques, case studies, and examples, this edition offers even more valuable insights for today’s leaders. You’ll find new and better ways to pilot change; anticipate specific points of resistance; and recruit and support “on-the-ground” champions and influencers. The book concludes with a new framework for integrating these powerful techniques to make change finally work in your organization.


Now updated with new cases, integrated tools, strategies, & solutions


Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. This book targets the core cause of failure: before you can change the organization, you must first change individuals. That means changing the “mental maps” people use to see the world and guide their behavior. This book shows how to do that, one step at a time.


Drawing on decades of experience with the world’s leading enterprises, J. Stewart Black systematically identifies the three brain barriers that prevent change: failure to see, failure to move, and failure to finish. Then, he offers powerful tools, strategies, and solutions for overcoming all three of these obstacles.


This edition has been extensively revised to offer new insights, examples, and case studies–from Facebook and Google to AMC and Lenovo. It concludes with a new five-step framework for integrating the elements of effective change leadership in real-world environments. You’ll see this framework put to work through an important new case study: Deseret News, one of the few newspapers that has learned to thrive in the digital era.


• Overcoming the failure to see

Why organizations miss obvious market transformations–and what to do about it

• Breaking through the failure to move

Why people fail to change even when they see the need–and how to break through this barrier

• Conquering the failure to finish

Why change “stalls out”–and how to maintain the momentum

• Learning to change before crises demand it

Creating the capability to anticipate change, move when needed, and finish without “being told”

Table of contents

Preface     xvii
Chapter 1: The Challenge of Leading Strategic Change     1
Chapter 2: Barrier #1: Failure to See     31
Chapter 3: Solutions and Tools for Breaking Through Barrier #1: Helping People See the Need     61
Chapter 4: Barrier #2: Failure to Move     79
Chapter 5: Solutions and Tools for Breaking Through Barrier #2: Helping People Make the Move     95
Chapter 6: Barrier #3: Failure to Finish     113
Chapter 7: Solutions and Tools for Breaking Through Barrier #3: Helping People Fight Through the Finish     129
Chapter 8: Pulling It All Together     147
Chapter 9: Getting Ahead of the Change Curve     175
Index     193

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