Following "Russell Rules"

Paper Summary:

This paper reviews and critiques the book "Russell Rules: 11 Lessons on Leadership" by Bill Russell and David Falkner. The paper explains that the core of the book's focus is on how to communicate successfully. According to its so-called Russell's Rules, not only do effectual leaders need to become adept at identifying change, but also in dealing with it and making a commitment to use it to their best advantage. The paper reviews each of the book's 11 rules about change, commitment and communication. The author of this paper concludes that he agrees with most of Russell's suggestions, except for in one area. Unlike Russell, the author of this paper does not support change merely for the sake of change. He argues that this is what caused the "New Coke" fiasco, the widespread censure of Windows '98 and a host of other business-related disasters.

From the Paper:

"Russell also points out that "good questions are more important than easy answers" (Rule #1 of commitment and curiosity) and that "curiosity is a process" (Rule #2). Yet later in the book, the author admits that changing a negative situation into a positive one is not always an easy task. Russell suggests that people can resist change for a number of reasons. These include self-interest, such as instances in which an individual has achieved status, privilege or self-esteem through the effective use of a traditional system. In these cases, the individuals will usually perceive certain changes such as an increase in employee empowerment to be an ominous threat because their ego overshadows their common sense. The author also points out that fear of the unknown is another factor that can facilitate the creation of imaginary barriers to success."

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