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Change Leadership: Developing a Change-Adept Organization


Description: It is all too easy to discuss organizational change in abstraction, particularly when you are dealing with large corporations with wide product ranges across global markets. But somewhere within these structures there are people, and it is often the human aspects of change that are the most difficult to manage.

Martin Orridge's guide explores these aspects and explains how we, as leaders, can help everyone cope with change and in turn ensure our organization's long-term survival. The main parts of Change Leadership are based on the author's research and include models, advice and exercises for understanding and enabling personal and organizational change. To further assist you, Chapter 3 contains 75 actions and activities to sustain transformation in your organization.

Successful organizational change also requires discipline and the application of good management techniques. Good planning, checking on progress and capturing the learning are key to introducing successful change and developing an organization's capabilities, therefore Chapter 4 will assist the change leader to appreciate the main aspects of managing successful change projects.

This concise guide is an engaging but rigorous read for change leaders. Whether this is your primary role or whether you need to reflect on and manage the human factors of a business project for which you are responsible, Change Leadership will help you better understand the nature of change and, in doing so, develop a Change-Adept organization.


Contents: List of Figures

Acknowledgements

Preface

Introduction

Chapter 1 A Little Theory Concerning Personal and Organizational Change

Chapter 2 Moving the Organization

Chapter 3 75 Ways to Help Sustain Organizational Transformation

Chapter 4 Implementation: Successfully Managing the Change Project

Appendix Organizational Types

References and Suggested Further Reading

Index

List of Figures:

Figure 1.1 The Frozen Caveman
Figure 1.2 The Caveman in Flight
Figure 1.3 The Fighting Caveman
Figure 1.4 The Personal Dip Curve
Figure 1.5 The Organizational Dip Curve
Figure 1.6 The Share Price Dip Curve
Figure 1.7 An Organization’s Acceptance of Innovation and Change
Figure 1.8 Change Readiness of Groups and Individuals
Figure 2.1 Consequences of Missing Elements
Figure 2.2 An Organization’s Speed of Change
Figure 2.3 Influencing Strategies for Different Personality Types
Figure 2.4 Applying Maslow’s Hierarchy
Figure 2.5 Power and Influence
Figure 2.6 Key Success Factors
Figure 3.1 Activities for Overcoming Resistance
Figure 4.1 Main Characteristics of a Project
Figure 4.2 Examples from Verbal Kint’s Project Plan 56–
Figure 4.3 Project Topology
Figure 4.4 Project Key Roles and Activities
Figure 4.5 Example from The Usual Suspects
Figure 4.6 Goal/Objective Hierarchy
Figure 4.7 Project Objectives Triangle
Figure 4.8 The Project Framework
Figure 4.9 The Usual Suspects Project Framework
Figure 4.10 A Project Management Model
Figure 4.11 A Work Breakdown Structure
Figure 4.12 Applying RASIM
Figure 4.13 Single Level WBS for The Usual Suspects
Figure 4.14 Resource Planning Matrix
Figure 4.15 Project Resourcing Matrix
Figure 4.16 Project Resourcing Framework for The Usual Suspects
Figure 4.17 Dependency Network for The Usual Suspects
Figure 4.18 Activity on the Node Convention
Figure 4.19 Activity on the Node for The Usual Suspects
Figure 4.20 The Usual Suspects Gantt Chart
Figure 4.21 Impact Analysis Adapted Fishbone Diagram for The Usual Suspects Crime
Figure A1 What Type of Organization Do You Have?


Author Martin Orridge specialized in innovation and change consultancy including the design and delivery of tools, techniques and learning events. He was the author of a number of training books including 75 Ways to Liven Up Your Training; Another 75 Ways to Liven Up Your Training and How to Deliver Training


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