The four-component case study (text cases A, B, C, and video case D) illustrates key perception and lessons about leading adaptive changes in the condition of some extra-musical initiatives of the Berlin-based and world-renowned conductor and pianist Daniel Barenboim.
The case exemplifies the challenges associated with opposition to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although significant, change attempts under the conditions of pressure from various affected parties, who knowingly or unconsciously try to divert the change-oriented leader from pushing forward. The case functions as productive ground for investigation of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the jeopardy of leading, and psychological challenges of heading.
PUBLICATION DATE: October 21, 2010 PRODUCT #: ES1071-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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