Change or Die

Author:

Alan Deutschman

Organizational Relationship:

Professor of Business Journalism at the University of Nevada at Reno

Bio: Alan Deutshman is a well-known expert in the art of change and one of the most dynamic writers on the subject. His book "Change or Die: Three Keys to Change at Work and in Life," focuses on what truly inspires and motivates change. Alan Deutchman's book "Change or Die," was inspired by a cover story he did for Fast Company magazine. The book became a San Francisco Chronicle bestseller. He also wrote "The Second Coming of Steve Jobs," and "A Tale of Two Valleys: Wine, Wealth, and the Battle for the Good Life in Napa and Sonoma." He is a former Executive Director of Unboundary, a strategy-consulting firm whose clientele includes top executive at major companies such as FedEx and Charles Schwab. (Deutschman, 2005)

Title of the article: Change or Die

Publication: Fast Company Magazine and FastCompany.com

Date: 01 May 2005

Volume: 94

Pages: 7

Summary of Major Points:

The author presents relevant examples that support his assumption that making behavioral change is not about motivating people with fear tactics but tapping into their emotional being and reframing how people view themselves or their organization. The author proposes, if confronted with the option to change or die, what would you do? Statistics show that the odds are nine to one that we would not change.

The author references expert opinions in the area of health care, business, and science to drive home his main point of change or die. Experts in the medical field state that people consume a large percentage of the health care budget with well-known illnesses brought about by conditions they could control. As an illustration, the author points out how 90% of people who have had major heart surgery due to life threatening heart disease fail to change their diet and other key areas of their lifestyle and therefore do not reap the long-term benefits of the surgery. "Conventional wisdom says that crisis is a powerful motivator for change. But severe heart disease is among the most serious of personal crises, and it doesn't motivate." (Deutschman, Fast Company, 2005). Beyond the health care example, the author highlights how many businesses experience significant problems in fostering behavioral change. The resistance to change has no limitations and permeates from the CEO to the lowest levels of many corporations.

The author continues his line of reasoning by