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Changing the Way We Change: Gaining Control of Major Operational Change
- By Jeanenne LaMarsh
- Published Jun 1, 1995
Book
- Sorry, this book is no longer in print.
Description
- Copyright 1995
- Edition: 1st
- Book
- ISBN-10: 0-201-63364-7
- ISBN-13: 978-0-201-63364-1
Change is always a difficult and expensive proposition for any organization, an and yet the ability to change—to adapt to rapidly shifting demands and developing technologies—is an essential ingredient for success in today's fast-paced business environment.
Change is so important and so risky that it cannot be left to chance. This book offers a systematic plan of action for initiating, implementing, and dealing with change. Using a case study of a manufacturing organization's challenge to change its engineering processes, it gives you the practical knowledge and skills you need to implement change successfully for significant improvements in efficiency and quality.
You will gain an in-depth understanding of all the critical change factors, including the process of change and its impact on people within an organization. You will learn how to copy with the "delta", the chaotic transitional stage between the status quo and the future, and will come to understand the role of change sponsors, agents, and targets. Numerous tools that facilitate change are discussed in detail, and a comprehensive example demonstrates how all of these factors come into play.
Most important, you will develop a new perspective on change—not as a one-time phenomenon, but as a continual process of adaptation that can become an integral part of the way your organization operates.
"This is a great book packed with a balanced mixture of behavioral insights, practical wisdom, and change processes for winning. Anyone who is or should be pursuing change should have this book within easy reach."
—H. Barry Bebb, PhD
Barry Bebb & Associates
Sample Content
Table of Contents
Foreword.
Preface.
1. Introduction.
Change and Change Management.
Instinctive versus Learned Change Management.
A Prediction.
A Prescription.
Why Use Change Management?
The Decision to Manage Change.
A Competitive Edge.
The Change Puzzle.
How To Use This Book.
Three Approaches to Understanding Change Management.
Accountability and the Future.
I. THE CHANGE PROCESS: A JOURNEY WITHOUT END.
2. Starting at the End - The Future.Element of Change.
The Paradox.
A Deeper Definition.
Making a Commitment.
Refining the Definitions.
Integrating the Changes.
Benchmarking and Holodecks and What-If's.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
Building a Design for Continuous Change.
3. Back to the Beginning - The Present.Element of Change.
The Way It Is.
What It Is Today.
Why It Is the Way It Is.
Why It Stays the Way It Is.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
The Way It Is.
Why It Is the Way It Is.
4. The Great Chasm - The Delta.Element of Change.
Chaos in the Delta.
Natural Selection or Managed Change.
Bridging the Chasm.
Shifting the Balance.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
Alter the Balance.
Manage the Delta.
II. THE PEOPLE PART OF THE CHANGE PROCESS: OVERLAP AND SCHIZOPHRENIA.
5. Sponsors of Change.Element of Change.
Change from the Top or from Anywhere.
A New Job Description.
Define the Job.
Targeting Sponsorship.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
Measure the Sponsors.
6. Change Agents.Element of Change.
Who Are the Change Agents?
The Successful Change Agent.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
Build the Change Agents.
7. The Targets of Change.Element of Change.
The Future.
The Present.
The Delta.
Expressing Resistance.
Building a Tolerance for Change.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
Helping Targets Understand Their Resistance.
Providing Safe Forms to Express Resistance.
III. THE TOOLS OF CHANGE: THE CHANGE SYSTEM.
8. The Communication System.Element of Change.
Adjusting the Balance.
Designing the Rollout.
A Never-Ending Task.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
Planning a Communication System.
9. The Learning System.Element of Change.
The Difference.
Critical Factors To Build into a Learning System Plan.
An Integrated Strategy.
Real World Example: Treetop Manufacturing Company.
Charlie.
SarahTools for Change.
The Learning Plan.
10. The Reward and Reinforcement System.Element of Change.
Why This Emphasis?
Shifting the Balance.
Building the Strategy.
Making It Happen.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
The Reward and Reinforcement Plan.
IV. PUTTING IT ALL TOGETHER.
11. A Strategy for Change Implementation.Element of Change.
Strategy, Planning, and Resource Requirements.
A Change Management Strategy.
The Planning Process.
The Planning Resources.
Real World Example: Treetop Manufacturing Company.
Charlie.
Sarah.
Tools for Change.
Strategies to Support Change.
Epilogue.Bibliography.
Appendix: Professional Associations.
Index. 0201633647T04062001
Preface
Preface
I have been a student of change for many years. I have watched companies, governments, and individual people struggle with change. Change can cause pain, and it can bring great joy. Because change is becoming an increasing force in our lives, I am convinced that the companies, governments, and individuals who understand and cope with change will take us into the future. If this book helps, use it.
My knowledge of change and the change process comes from a rich variety of thinkers cited in the following pages. This knowledge has been expanded, challenged, and enhanced by the people and companies I have worked with over the years. The lines between the teacher and student are often blurred. That is as it should be: understanding change is a constantly changing process.
This book is written to share with you what I know about change and how it can be managed. For many of you, incorporating this understanding will require a change in the way you have managed change; for others it will validate and help to organize what you have learned from your own experiences. For everyone, it will be an opportunity to determine how your companies are going to deal with change in the future.
The body of knowledge about change can be best understood by looking at it as four elements. Those elements form the structure and organization of this book:
- The process of change
- The people in that process
- The systems that support change
- The planning to make change happen
To help you understand and relate to those key elements, I have looked at each from three different perspectives. Every chapter in the book is divided into three sections-a discussion of the key change element, which is entitled Element of Change; a story about a company experiencing a major change and how it copes with each of these elements, entitled Real World Example; and a set of tools to help you deal with that element in your own origination, entitled Tools for Change.