This is the most complete change methodology we have found anywhere." -- Pete Fox, General Manager, Corporate Accounts, Microsoft US In these turbulent times, competent change leadership is a most coveted leadership skill, and savvy change consultants are becoming trusted participants at the board table. For both leaders and consultants, knowing how to navigate the complexities of organization transformation is fast becoming the key to a successful career. This second edition of the author's landmark book is the king of all "how-to" books on change. It provides a strategic overview of the…mehr
This is the most complete change methodology we have found anywhere." -- Pete Fox, General Manager, Corporate Accounts, Microsoft US In these turbulent times, competent change leadership is a most coveted leadership skill, and savvy change consultants are becoming trusted participants at the board table. For both leaders and consultants, knowing how to navigate the complexities of organization transformation is fast becoming the key to a successful career. This second edition of the author's landmark book is the king of all "how-to" books on change. It provides a strategic overview of the author's proven change process methodology, as well as pragmatic guidance and tools for each key step in a complex transformational change process. The Change Leader's Roadmap is the most comprehensive guide available for building transformational change strategy and designing and implementing successful transformation. * Based on thirty years of action research with Fortune 500 companies, government agencies, the military, and large non-profit global organizations. * Outlines every key step in a transformational change process * Provides worksheets, tools, case examples, and assessments that you can immediately apply to all types of change efforts * Includes updated information on a wealth of topics including the critical path tasks and how to use the CLR to change minds and cultures * The new edition also includes new activities, methods for building change capability, guiding principles for change, and advice for leading the human dynamics in change and creating an organizational vision. This book is specifically written for leaders, project managers, OD practitioners, change practitioners, and consultants seeking greater change results.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Anderson wrote this book as a simple visual tool to make clear that while appearing normal, living with Chronic Fatigue is a life-changing and controlling disease with a complex combination and fluctuation of symptoms that cannot be seen. Adjusting to change, letting go of control, focusing on wellbeing, practicing yoga, and simply trusting and accepting what is has been a profound learning experience for Anderson.
Inhaltsangabe
Foreword xxiii Preface xxvii Acknowledgments xxxi Introduction 1 SECTION ONE UPSTREAM CHANGE 34 1. Phase I: Prepare to Lead the Change: Start Up, Staff,and Create Your Case for Change 36 Hearing the Wake-Up Call 38 Phase I: Prepare to Lead the Change 39 Activity I.A: Start Up and Staff Change Effort 40 Activity I.B: Create Case for Change and Determine Initial Desired Outcomes 54 Consulting Questions for Activity I.A 72 Consulting Questions for Activity I.B 74 2. Phase I: Prepare to Lead the Change: Assess and Build Your Organization's Readiness and Capacity, and Build Leaders' Capability to Lead the Change 77 Activity I.C: Assess and Build Organization's Readiness and Capacity 79 Activity I.D: Build Leaders' Capability to Lead the Change 85 Consulting Questions for Activity I.C 101 Consulting Questions for Activity I.D 102 3. Phase I: Prepare to Lead the Change: Clarify Your Overall Change Strategy 105 Activity I.E: Clarify Overall Change Strategy 106 Consulting Questions for Activity I.E 130 4. Phase I: Prepare to Lead the Change: Build the Infrastructure and Conditions to Support Your Change Effort 135 Activity I.F: Build Infrastructure and Conditions to Support Change Effort 138 Consulting Questions for Activity I.F 160 5. Phase II: Create Organizational Vision, Commitment, and Capability 164 Activity II.A: Build Organizational Understanding of Case for Change, Vision, and Change Strategy 166 Activity II.B: Increase Organization's Capability to Change 177 Consulting Questions for Activity II.A 182 Consulting Questions for Activity II.B 183 6. Phase III: Assess the Situation to Determine Design Requirements 185 Activity III.A: Assess the Situation to Determine Design Requirements 187 Consulting Questions for Activity III.A 192 SECTION TWO MIDSTREAM CHANGE 194 7. Phase IV: Design the Desired State 196 Activity IV.A: Design Desired State 198 Consulting Questions for Activity IV.A 207 8. Phase V: Analyze the Impact 209 Activity V.A: Analyze Impacts of Desired State 213 Consulting Questions for Activity V.A 220 9. Phase VI: Plan and Organize for Implementation 222 Activity VI.A: Develop Implementation Master Plan 224 Activity VI.B: Prepare Organization to Support Implementation 231 Consulting Questions for Activity VI.A 237 Consulting Questions for Activity VI.B 239 SECTION THREE DOWNSTREAM CHANGE 240 10. Phase VII: Implement the Change 242 Activity VII.A: Implement the Change 244 Consulting Questions for Activity VII.A 251 11. Phase VIII: Celebrate and Integrate the New State 253 Activity VIII.A: Celebrate Achievement of Desired State 255 Activity VIII.B: Support Integration and Mastery of New State 256 Consulting Questions for Activity VIII.A 264 Consulting Questions for Activity VIII.B 264 12. Phase IX: Learn and Course-Correct 266 Activity IX.A: Build System to Continuously Improve New State 268 Activity IX.B: Learn from Your Change Process and Establish Best Practices 270 Activity IX.C: Dismantle Temporary Change Infrastructure 273 Consulting Questions for Activity IX.A 275 Consulting Questions for Activity IX.B 275 Consulting Questions for Activity IX.C 276 SECTION FOUR LEVERAGING THE CHANGE LEADER'S ROADMAP 277 13. Putting The Change Leader's Roadmap into Practice 278 The Model as a Thinking Discipline 278 Developmental Stages for Learning the CLR Methodology 279 Reactions to The Change Leader's Roadmap Model 283 A Top-Down Versus a Multi-directional Approach to Change 287 14. Opportunities for Leveraging The Change Leader's Roadmap Methodology 292 The CLR Critical Path 293 Using The Change Leader's Roadmap as Your Common Change Methodology 293 Using the CLR to Change Your Organization's Culture 302 The CLR Just-in-Time Consulting Strategy 304 Accelerating the Change Process 308 Using the CLR as a Phase Gate Process 312 15. Continuing the Journey to Conscious Change Leadership 316 Some Thoughts for Consultants 317 Some Thoughts for Leaders 318 Appendix: Phases, Activities, and Tasks of the Change Leader's Roadmap 323 Bibliography 329 About the Authors 341 Index 345
Foreword xxiii Preface xxvii Acknowledgments xxxi Introduction 1 SECTION ONE UPSTREAM CHANGE 34 1. Phase I: Prepare to Lead the Change: Start Up, Staff,and Create Your Case for Change 36 Hearing the Wake-Up Call 38 Phase I: Prepare to Lead the Change 39 Activity I.A: Start Up and Staff Change Effort 40 Activity I.B: Create Case for Change and Determine Initial Desired Outcomes 54 Consulting Questions for Activity I.A 72 Consulting Questions for Activity I.B 74 2. Phase I: Prepare to Lead the Change: Assess and Build Your Organization's Readiness and Capacity, and Build Leaders' Capability to Lead the Change 77 Activity I.C: Assess and Build Organization's Readiness and Capacity 79 Activity I.D: Build Leaders' Capability to Lead the Change 85 Consulting Questions for Activity I.C 101 Consulting Questions for Activity I.D 102 3. Phase I: Prepare to Lead the Change: Clarify Your Overall Change Strategy 105 Activity I.E: Clarify Overall Change Strategy 106 Consulting Questions for Activity I.E 130 4. Phase I: Prepare to Lead the Change: Build the Infrastructure and Conditions to Support Your Change Effort 135 Activity I.F: Build Infrastructure and Conditions to Support Change Effort 138 Consulting Questions for Activity I.F 160 5. Phase II: Create Organizational Vision, Commitment, and Capability 164 Activity II.A: Build Organizational Understanding of Case for Change, Vision, and Change Strategy 166 Activity II.B: Increase Organization's Capability to Change 177 Consulting Questions for Activity II.A 182 Consulting Questions for Activity II.B 183 6. Phase III: Assess the Situation to Determine Design Requirements 185 Activity III.A: Assess the Situation to Determine Design Requirements 187 Consulting Questions for Activity III.A 192 SECTION TWO MIDSTREAM CHANGE 194 7. Phase IV: Design the Desired State 196 Activity IV.A: Design Desired State 198 Consulting Questions for Activity IV.A 207 8. Phase V: Analyze the Impact 209 Activity V.A: Analyze Impacts of Desired State 213 Consulting Questions for Activity V.A 220 9. Phase VI: Plan and Organize for Implementation 222 Activity VI.A: Develop Implementation Master Plan 224 Activity VI.B: Prepare Organization to Support Implementation 231 Consulting Questions for Activity VI.A 237 Consulting Questions for Activity VI.B 239 SECTION THREE DOWNSTREAM CHANGE 240 10. Phase VII: Implement the Change 242 Activity VII.A: Implement the Change 244 Consulting Questions for Activity VII.A 251 11. Phase VIII: Celebrate and Integrate the New State 253 Activity VIII.A: Celebrate Achievement of Desired State 255 Activity VIII.B: Support Integration and Mastery of New State 256 Consulting Questions for Activity VIII.A 264 Consulting Questions for Activity VIII.B 264 12. Phase IX: Learn and Course-Correct 266 Activity IX.A: Build System to Continuously Improve New State 268 Activity IX.B: Learn from Your Change Process and Establish Best Practices 270 Activity IX.C: Dismantle Temporary Change Infrastructure 273 Consulting Questions for Activity IX.A 275 Consulting Questions for Activity IX.B 275 Consulting Questions for Activity IX.C 276 SECTION FOUR LEVERAGING THE CHANGE LEADER'S ROADMAP 277 13. Putting The Change Leader's Roadmap into Practice 278 The Model as a Thinking Discipline 278 Developmental Stages for Learning the CLR Methodology 279 Reactions to The Change Leader's Roadmap Model 283 A Top-Down Versus a Multi-directional Approach to Change 287 14. Opportunities for Leveraging The Change Leader's Roadmap Methodology 292 The CLR Critical Path 293 Using The Change Leader's Roadmap as Your Common Change Methodology 293 Using the CLR to Change Your Organization's Culture 302 The CLR Just-in-Time Consulting Strategy 304 Accelerating the Change Process 308 Using the CLR as a Phase Gate Process 312 15. Continuing the Journey to Conscious Change Leadership 316 Some Thoughts for Consultants 317 Some Thoughts for Leaders 318 Appendix: Phases, Activities, and Tasks of the Change Leader's Roadmap 323 Bibliography 329 About the Authors 341 Index 345
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