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Preventing Strategic Gridlock: Leading Over, Under & Around Organizational Jams to Achieve High Performance Results Paperback – Sep 2002

5.0 out of 5 stars 5 customer reviews

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Product Details

  • Paperback: 229 pages
  • Publisher: Cameo Publications (September 2002)
  • Language: English
  • ISBN-10: 0971573948
  • ISBN-13: 978-0971573949
  • Product Dimensions: 15.2 x 1.5 x 22.9 cm
  • Shipping Weight: 363 g
  • Average Customer Review: 5.0 out of 5 stars 5 customer reviews
  • Amazon Bestsellers Rank: #3,885,474 in Books (See Top 100 in Books)
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Product Description

From the Publisher

Cameo Publications is proud to represent such an informative and compressive book. Working with Pamela Harper made it very apparent to why so many business leaders and CEOs highly respect her business wisdom and advice. Pam’s passion shines though her writing style and well laid out examples. Order your copy of Preventing Strategic Gridlock®, before everyone else passes you by because they suddenly seem to understand how to prevent good ideas from going off track.

From the Author

Preventing Strategic Gridlock® is designed to be an easy-to-access resource for avoiding and unlocking gridlock in your organization. It shows how to integrate the full range of "organizational reality" and execution considerations into strategic thinking and planning. Because we so often overlook or underestimate these issues at the earliest stages of setting company direction, this book serves as a link between books on strategy and planning, as well as books on organizational change and culture. A few of my favorite titles appear in the appendix at the back of this book.

Part I uncovers seven hidden roadblocks that can lead to strategic gridlock. You’ll learn how they contributed to persistent problems in highly respected organizations, despite the apparently well-intentioned efforts of their highly regarded executives and boards. You’ll also learn about the underlying beliefs that build roadblocks, and how to spot warning signs indicating whether your own organization may be at risk.

Part II shows you how to take control. You’ll learn about the six guidelines and principles of organizational reality (U.N.L.O.C.K.®) that can break through to the core of stubborn organizational problems and prevent others from happening. You’ll see through example how these elements are critical to building successful outcomes. Finally, you’ll learn how to bring each of the steps of the Preventing Strategic Gridlock® process together in a way that integrates vital execution considerations with strategic thinking and planning.

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Top Customer Reviews

Format: Paperback
Pam Harper's does a great service to the pervasive, male-dominated (and I'm a male) culture of business leadership that thinks strategy only involves "making the numbers". In an engaging style, she uses the first half of her book to describe 7 common, but hidden roadblocks that companies can easily hit when they are tried to implement strategic growth through changing elements of their business. I like the chapter on "Tin Ear", where management has a tendency to tune out the opinions and concerns of others. The company may have an open door policy, quality circles, and a suggestion program (with cash rewards!) but may miss the more obvious daily chatter from employees, customers and other stakeholders that are providing valuable feedback.
The second half of the the book presents the author's UNLOCK methodology for addressing strategic gridlock. It contains 6 steps, with steps 2 and 3 (Understand the Full Challenge and Negociate Key Stakeholder Buy-in) as highlights. The focus on seeing the complete job to be done helps get the timeframe and effort to be more realistic, and the buy-in step focuses on how to play both offense and defense as you are communicating and implementing important changes.
Having your management team familar with these concepts will allow you to sense and discuss when you may be hitting roadblocks or not doing all the work to unlock your organizations full potential.
Highly reccomended read before you set off on your next strategic change journey.
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By Robert Morris HALL OF FAMETOP 10 REVIEWER on Oct. 20 2003
Format: Paperback
Obviously, it is highly advisable to identify and then eliminate potential problems before they occur. That is as true in business as it is in healthcare, athletic competition, and international travel. What we have here is a solid, well-organized, and well-written guide to preventing strategic gridlock. First, Harper carefully examines seven of the usual suspects which can cause it. Next, she introduces what she calls U.N.L.O.C.K., a system based on six principles by which to avoid or eliminate them. Finally, she shifts her reader's attention to countless real-world examples.
Obviously, an inappropriate strategy almost invariably results in conflict, confusion, acrimony, perhaps operational gridlock, and worse yet, chaos. Moreover, Harper fully understands that even a fundamentally sound strategy can fail because of internal resistance by those whom Jim O'Toole describes as being captive to "the ideology of comfort and the tyranny of custom." Or that strategy can become less effective or even ineffective because of market forces over which the organization has little (if any) conrol. Harper has absolutely no illusions about the complexity of these and other issues. She could easily have identified 14 or even 21 "roadblocks." Her U.N.L.O.C.K. system could have been based on 10 or even 15 principles. That's not the point. Rather, when crafting a strategy, decision-makers in any organization (regardless of size or nature) should identify and then prepare for what they perceive to be the potentially most formidable roadblocks to that strategy's success. (FYI, my personal preference is to view strategies as "hammers" and tactics as "nails.") Everyone must understand and support the strategy.
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Format: Paperback
Strategic Gridlock - when business strategies and initiatives come to a complete stop because of persistent organizational problems. Everyone understands the fatal implications of such a problem but few seem to understand how it comes about and how to get out of one. "Preventing Strategic Gridlock" provides an analysis of how seven "roadblocks" cause strategic gridlock and what to do about them.
The first part of the book goes over each of these roadblocks, what causes them to occur, the implications of each of them, their symptoms, and how to determine if you are experiencing them. Each of these chapters has a checklist to help keep out of gridlock, an interpretation section to define if you are experiencing the roadblock, a set of frequently asked questions, and a series of checkpoints that define the highlights of the chapter. Together these make the book very useful for anyone seeking to avoid gridlock or determine if they are in a gridlock situation.
The second part of the book contains the details of the U.N.L.O.C.K. system to resolve strategic gridlock. The technique is detailed and illustrated through examples. Throughout the book multiple real life scenarios illustrate each concept.
This is a recommended read for anyone experiencing gridlock in their organization or who wants to understand gridlock from the root causes to the moving beyond it.
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Format: Paperback
Sometimes a clear, reasonable plan does not get the desired results in a business situation. Pam Harper uses some interesting, real world examples to discuss how major initiatives can fail to achieve the desired goals. In her review of the examples she outlines pitfalls that many of us have seen occur, but have rarely considered when planning a major business program. She then proceeds to provide her U.N.L.O.C.K. methodology as a tool set to help readers avoid the traps described in the examples.
The book is an easy read and is well organized. The examples alone are worth the reading time. I enjoyed it and have suggested it to several of my clients.
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