Tightly structured and deftly delivered; an original take on change management.
A business consultant emphasizes effective communication in this debut book about managing change.
Change is a business topic of seemingly unending variations. Here, Marmon has managed to find a different perspective by connecting change to leadership communication. She does so through the commonly used technique of an acronym, in this case, “LESS (listen, empower, speak, solve).” The volume is divided into four parts, each centered on one of these elements. In some respects, “LESS” might also describe the content, because the work, at under 170 pages, is shorter than most business books. This is not to say the material is lacking; on the contrary, despite the abbreviated length, the author does an excellent job of providing both insightful observations and authoritative counsel on change management. From the outset, she is blunt about a leader’s responsibility: “If you lead an organization and people tell you they don’t know what’s going on, it is your fault.” Part 1 of the book offers several reasons why people may not be listening, client anecdotes that demonstrate the importance of “organizational alignment,” and a description of a change-management “Readiness Assessment.” Part 2 is largely focused on engaging others within the organization to help champion a leader’s cause. Marmon advises, perhaps surprisingly, “Your most valuable players are your middle managers.” Part 3 comprehensively covers communicating through a six-step channels strategy and offers valuable insights into such techniques as storytelling and slanting language usage to particular audiences. Part 4 concerns why and how to measure message effectiveness. The only part with just one chapter, this section seems somewhat light on details. It could have offered an opportunity to further reinforce the other parts of the volume. The author points readers to her website for additional resources, including checklists and articles, but perhaps a few of these items could have appeared in an appendix. Still, Marmon’s specific focus on the importance of communication in change management is a welcome shift from the more typical broad approach. Her own written communication skills make this book eminently readable as well.
Tightly structured and deftly delivered; an original take on change management.Pub Date: March 24, 2020
ISBN: 978-1-5445-0711-8
Page Count: 166
Publisher: Lioncrest Publishing
Review Posted Online: April 20, 2020
Kirkus Reviews Issue: May 15, 2020
Review Program: Kirkus Indie
BOOK REVIEW
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
IN THE NEWS
A passionate and accessible guide to humanizing the workplace.
Helbig and Norman present a game plan for making leadership more responsively human.
In this expanded update to The Psychological Safety Playbook: Lead More Powerfully by Being More Human (2023), the authors provide “practical strategies for responding to resistance, sparking change, embodying the change we want to see, and moving forward deliberately,” specifically in a business setting. They suggest ways to encourage what they call “changemakers” through the use of five key “plays” from their playbook: Communicate Courageously, Master the Art of Listening, Manage Your Reactions (“shift from automatic reaction to conscious response to stay better connected to yourself and others”), Embrace Risk and Failure, and Design Inclusive Rituals. The goal is to ensure that organizational cultures promote psychological safety, guided by leaders who “walk the talk” by emphasizing their own humanity at every turn. (“We must be the first to share our own failures with our teams, which will start to make it possible for others to do the same.”) This call for example-setting is sounded throughout the book as Helbig and Norman urge their target audience (leaders and would-be leaders) to go beyond mere instruction and instead embody the qualities they want to see in their subordinates, such as continuous learning, active curiosity, and self-reflection. Each chapter includes a detailed “Recommended Reading” section and text with extensive numbered and bulleted points formatted to make the core concepts more immediately digestible. The authors effectively employ clear and empathetic prose to assure readers that psychological safety is slow to build and quick to break, observing that such safety requires steady attention and delivers outsize payoffs as a result. They refreshingly ground a great deal of the material in psychology and neuroscience, pointing out, for instance, that research has demonstrated that the parasympathetic nervous system responds to honest appreciation, which improves creative thinking. Some wistful readers might consider some of the authors’ suggestions beyond the reach of their own organizations, as when group facilitators are advised to “gently intervene when someone dominates the conversation,” but hope springs eternal.
A passionate and accessible guide to humanizing the workplace.Pub Date: May 19, 2026
ISBN: 9798993550503
Page Count: 170
Publisher: Crazy Idea Press
Review Posted Online: April 23, 2026
Review Program: Kirkus Indie
BOOK REVIEW
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