With a new foreword by Raymond DiGiuseppe, PhD, ScD, St. John's University "Albert Ellis has written many books on his favorite topic Rational Emotive Behavior Therapy. Although he writes on that topic very well, he often does not write about generic psychotherapy. REBT is an integrative form of psychotherapy. Following this model, psychotherapists can incorporate many diverse techniques and strategies to change clients' dysfunctional behaviors and emotions . Much of what Al identifies as good REBT in this book is just good psychotherapy. Because people so universally identify Al with REBT, people may generally overlook his wisdom as a clinician. Having worked with Al for more than thirty years, I have been fortunate enough to learn from him. Much of the knowledge I learned from Al and cherish the most is not necessarily about REBT theory. They concern wise ways of thinking about clinical problems. That is why, out of all Al's books, this is my favorite. This is Al Ellis, the clinician." -- From the Foreword by Raymond DiGiuseppe, PhD, ScD, Director of Professional Education, Albert Ellis Institute; Professor and Chair, Department of Psychology, St. John's University Now available in an affordable paperback, this edition takes a look at the underlying causes of resisting cognitive-emotional-behavioral change and the methods used to overcome them. Written in present-action language, Ellis gives an overview of the basic principles of Rational Emotive Behavior Therapy and Cognitive Behavior Therapy. Ellis charts the changes in the field that have taken place in the 20 years leading up to 2002, when this edition was originally published. The book also integrates recent therapies into REBT, including psychotherapy, solution-focused therapy, and recent findings of experimental psychology.

This practical guide presents Leahy's multidimensional model of resistance in cognitive therapy. Richly illustrated with case examples and session vignettes, the book addresses a variety of ways that clients may resist basic therapeutic procedures: noncompliance with agenda setting and homework assignments, splitting transference with other therapists, inappropriate behavior, and premature termination. Underlying processes of resistance are explored, from the desire for validation to risk aversion and self-handicapping. Also highlighted are ways that the therapist's own responses may inadvertently impede change. Provided are innovative tools for getting treatment back on track, including targeted interventions, in-session "experiments," and questionnaires and graphic models to share with clients.

What keeps so many of us from doing what we long to do? Why is there a naysayer within? How can we avoid the roadblocks of any creative endeavor—be it starting up a dream business venture, writing a novel, or painting a masterpiece? The War of Art identifies the enemy that every one of us must face, outlines a battle plan to conquer this internal foe, then pinpoints just how to achieve the greatest success. The War of Art emphasizes the resolve needed to recognize and overcome the obstacles of ambition and then effectively shows how to reach the highest level of creative discipline. Think of it as tough love . . . for yourself.

Building on a clear presentation of the psychological factors that determine whether individuals embrace or resist change, this far-reaching work describes how to identify the source, intensity, and focus of a person's resistance to change in organizations and provides the tools for overcoming individual resistance and increasing team effectiveness.

Describes how employees resist change, offers advice on making them more cooperative, and explains how to determine the root causes of non-cooperation

Large corporations must become far more agile in implementing new products and new business models. The pace of technology change, the blurring of industry boundaries, and the agility and resources of startups in almost every industry segment demand it. Many companies have begun to adopt the principles of Lean Startup in order to increase the pace and agility of their innovation initiatives, but most have had limited success in doing so. Although the principles seem intuitive and straightforward, there are challenges to using them inside an existing company, especially in a manufacturing environment. The biggest requirements, beyond those espoused for startups, are: Developing a business model for the new venture that not only works in the marketplace but also works within the constraints of the corporation Managing the conflicts that inevitably arise with the current operating business; every business that has operated over decades has well-established ways of doing things that may not fit the required pace and flexibility required of a new venture Conducting business experiments with physical goods as well as with software offerings Managing the risk of investing in a new domain for executives that are used to investing where the risks are more clearly understood This book describes a systematic approach for implementing Lean Startup in large organizations. It builds on the principles of Lean Startup and adds additional practices required to manage the realities of the corporate context. The book describes how it is done, with examples from practice in companies that have successfully used the methods. It complements Lean Startup methods with elements of corporate innovation practices developed by leading academics and practitioners. It brings these practices together for the first time in a practical and integrated way.

Wall Street Journal bestseller Watch your most innovative ideas take flight by overcoming the forces that resist change The Human Element is for anyone who wants to introduce a new idea or innovation into the world. Most marketers, innovators, executives, activists, or anyone else in the business of creating change, operate on a deep assumption. It is the belief that the best (and perhaps only) way to convince people to embrace a new idea is to heighten the appeal of the idea itself. We instinctively believe that if we add enough value, people will eventually say "yes." This reflex leads us down a path of adding features and benefits to our ideas or increasing the sizzle of our messaging - all in the hope of getting others on board. We call this instinct the "Fuel-based mindset." The Fuel-based mindset explains so much of what we do, from adding countless trivial features to software, to bolting a sixth blade onto a shaving razor. By focusing on Fuel, innovators neglect the other half of the equation – the psychological Frictions that oppose change. Frictions create drag on innovation. And though they are rarely considered, overcoming these Frictions is essential for bringing new ideas into the world. The Human Element highlights the four Frictions that operate against innovation. Readers will discover: Why their best ideas and initiatives often get rejected – despite their undeniable value How to disarm the forces of resistance that act against change How to transform the very Frictions that hold us back into catalysts for change Perfect for business leaders, product managers, educators, and anyone else who seeks to bring new and exciting ideas to life, The Human Element is an indispensable resource to help people overcome the powerful forces of human nature that instinctively resist change.

Corporate diversity programs often fail because of resistance in workplace culture. The author sets out an approach to real change by analysing the role of organisational cultures in marginalising women workers. Based on academic research, case studies and interviews, the author presents a new model for changing organisational culture

As organizations strive to remain ahead of the competition, there will inevitably and often come the need for change. All successful organizations regularly use change to improve processes and increase performance. While these times of change can be a great opportunity for an organization, it also can be a time of stress and angst for all involved. Not all organizations are in a position to make these changes effectively and efficiently, and for many their efforts often fall short of the intended goals. Making Change Work: Practical Tools for Overcoming Human Resistance to Change was written to help organizations prepare for and successfully implement change. The price of a failed change effort can be steep, both monetarily and in a loss of credibility. Making Change Work will first provide tools to measure your organization's readiness to change, helping make sure that the efforts will not be doomed to fail from the beginning. The book then provides many tools to apply sequentially and logically in order to gain acceptance of the change throughout the organization. In helping your organization make change successfully, Making Change Work addresses buy-in, acceptance, motivation, anticipation, fear, uncertainty, and all the other messy human considerations that cause change to fail in the real world.