Bruce J Avolio

Organizational Transformation

How to Achieve It, One Person at a Time

• Gebundenes Buch

Produktbeschreibung

Bruce J. Avolio is Professor and Executive Director of the Center for Leadership and Strategic Thinking at the University of Washington's Foster School of Business. He has published more than 150 articles and 11 books.

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Produktdetails

• Verlag: Stanford University Press
• Seitenzahl: 216
• Erscheinungstermin: 12. Juni 2018
• Englisch
• Abmessung: 236mm x 156mm x 25mm
• Gewicht: 497g
• ISBN-13: 9780804797931
• ISBN-10: 0804797935
• Artikelnr.: 48855073

Autorenporträt

Bruce J. Avolio is Professor and Executive Director of the Center for Leadership and Strategic Thinking at the University of Washington's Foster School of Business. He has published more than 150 articles and 11 books.

Inhaltsangabe

Contents and Abstracts
1Building the Narrative
chapter abstract
This chapter presents an overview of the main focus and goals for this
book, which is changing organizations one individual at a time to align
with the new organization. The chapter highlights the importance of
learning what the narrative is that guides the way people work in the
organization. It then moves to examining how one changes the narrative and
the different ways this can be accomplished. Numerous examples are provided
of organizations undergoing change and transformation, including Microsoft,
Alaska Airlines and several large healthcare systems. This chapter sets the
stage for understanding that the unit of analysis in any organizational
transformation is the individual, and that to transform an organization,
you must transform each individual's narrative to be in line with what the
new organization represents.
2First Principle: Changing the Self-Concept
chapter abstract
This chapter begins by focusing on first principles thinking. With first
principles thinking one seeks to come up with the organizing principle that
guides the development of an organization's script or narrative, which
helps to explain the direct being set for change. Numerous examples of
first principles thinking are provided including the Mayo Clinic's emphasis
on collaboration, and the focus that IBM has taken in reinforcing the idea
of getting employees to THINK. These and other organizational examples
provide a detailed look at why understanding the core principle that guides
your organization's narrative is so important to determining how to best
transform an organization.
3The Four-State Model
chapter abstract
This chapter covers a model that constitutes the four universal states that
organizations go through when transforming from one narrative to a new
narrative. The goal for this chapter is to provide a high level overview of
the 4 states and the components that make up each of the states of change.
The states include recognizing the signal(s) that change is needed,
deciding on what to initiate when launching the change process, addressing
the impending changes that emerge and evolve over time, and then ultimately
institutionalizing the change, such that it becomes part of the new
narrative in terms of how individuals identify with their organization. The
chapter includes organizational examples of change efforts that cover all
four states that comprise organizational transformation. These examples
build on earlier ones, and extend the description of these organizations
across the different states.
4The Identifying State:The Signal for Change
chapter abstract
This chapter addresses when an organization's leaders or other individuals
begin to notice signs or signals that suggest change may be required.
Examples are provided where organization's completely missed the change
that was required, when organizations such as Amazon or Lyft entered and
disrupted their markets. It is incumbent upon the organization and
especially its leadership, to be vigilant in looking out for when and where
these signals emerge. Cases such as the LuLu Lemon organization and CEO are
covered, which serve to demonstrate how the leaders of those organizations
recognized the need for change and then went forward in promoting the
change process. This chapter is based on a foundational theory in the
psychological sciences called Signal Detection Theory, which explains how
we are able to identify important signals amidst all of the daily noise out
there to determine what requires a response and what can be ignored.
5The Initiating State: Beginning the Launch
chapter abstract
In this state, the organization and its leaders/members are coming to or
have now recognized the signals that point to the need for change and
transformation. The organization begins to move from contemplating the need
for change to taking actual actions to change the way individuals view
their organization, and how those views relate to their current and future
scripts or narrative. Examples such as LuLu Lemon demonstrate how they have
moved from identifying the signals to actually taking ownership for
initiating change. Cases and justifications need to be made to promote
change, but as is true of most change efforts, many cases and/or challenges
stop or stall the change process. Actions taken in this state are critical
to making sure that organizational members become aligned around the change
initiative in order to build a reliable and repeatable practice that can
sustain change efforts.
6The Impending State: Breaking Better
chapter abstract
In this chapter, the theme of breaking better is used in terms of
explaining how any change process must be continually monitored, adjusted
and reinforced for the organization to continue to shift in the right
direction towards necessary change. In this state, what has been started in
terms of change, has not yet fully changed how people in the organization
either work nor identify with the change process. Most of the organizations
that were studied for this book either got stuck in this state or failed
and returned to the earlier states of change. This chapter explores what
can enable change or become an obstacle, including front and center
employees who do not take ownership for the change process. This chapter
also goes into much more depth regarding the change process that
transformed Alaska Airlines, and the change process that didn't work in a
large healthcare system.
7The Institutionalizing State: Defining "My Organization"
chapter abstract
The fourth state represents an organization that has changed the way it
functions, but more importantly how individuals in the organization view
themselves in terms of their individual and collective identity. New
commitments have been formed in terms of the way people in the
'organization does its work'. New processes are in place and new practices
are tied to the climate and culture of the organization that has now
undergone a transformation. The examples provided cover a broad and diverse
range of contexts. It also summarizes what happened at a sunglass
manufacturing plant that went through a fundamental transformation in terms
of both the climate and culture, and how it went from being the lowest
performing unit to the best in the entire global organization.
8A Tale of Two Transformations
chapter abstract
This chapter compares two different organizations going through the four
states of change. The two organizations are based on work with real
organizations in both the food and technology industries. This chapter
brings the four states of organizational change to life, and to work
through these states and components that have already been presented
throughout each of the previous chapters. This chapter depicts how two
different organizations move through the change process, while also making
sure that the components and the states are fully understood. The two
industries were chosen to demonstrate that in very different organizations,
operating in very different contexts, went through the same universal
states. Particular emphasis in this chapter is based on the key role that
senior leaders play in recognizing the need for change, initiating the
change process, navigating and campaigning through the transformation
process, and at least in one case, helping to institutionalize change.
9Becoming the Change and Sustaining It
chapter abstract
This chapter examines the best ways to accelerate the development of
leaders to engage in and succeed in changing one's organization. The
chapter focuses on the individual leader as the unit of analysis for
change. The same state model is then applied to examining how individuals
identify the need to change their leadership, how the go about initiating
actions to develop leadership, the typical challenges involved in going
through impending and emerging changes in one's development, and then
finally institutionalizing how leaders lead differently following the
change process. As you ascend the higher levels of leadership, there is
more emphasis placed on developing the climate and culture to be more
responsive to change, based on the goodwill you are able to garner as a
leader. The more advanced level of the model covers how leaders need to
distribute leadership over time to steward their organization well into the
future.
10Developing as a Transformative Leader
chapter abstract
This chapter reviews different resources and materials that the Center for
Leadership & Strategic Thinking has created to help accelerate the
development of leadership. They range from self-report and multi-rater
surveys of leadership to a learning and development portal, to gaming
applications that can help reinforce what you have learned and initiated.
For each survey instrument, the scales comprising the survey are described
in terms of what is measured and how they relate to leadership development.
Also included in this chapter is a discussion of a set of survey scales
that can be used to assess how ready your organization is to support your
leadership development, as well as the institutionalization of change. The
chapter ends focusing on gamulations, which is the combination of gaming
and simulation principles.