Discontinuous Change. Leading Organizational Transformation. J-B US non-Franchise Leadership

  • ID: 2210742
  • Book
  • Region: United States
  • 320 Pages
  • John Wiley and Sons Ltd
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How have leaders of change in companies like American Express, AT&T, Ford, and Xerox successfully navigated the often frightening and turbulent seas of large–scale change? Based on the authors′ ten years of consulting experience with corporations facing organizational upheavals,Discontinuous Change is designed to build a diagnostic framework for understanding, managing, and evaluating change. The authors explore the key issues of effective leadership, culture change, motivating employees and overcoming resistance, and finding ways to sustain competitiveness by initiating, not just responding to, change.

"Few executives expect the future to be more stable than the present. Yet, few have seriously begun the long journey of rethinking and redesigning themselves and their organizations for the future. For those who have, Discontinuous Change, while not eliminating the inevitable uncertainty that is part of the journey, can at least make it less perilous and vastly more comprehensible. For those who have not, the insights and methods presented by David Nadler and his associates will, hopefully, engAnder the courage to embark."
Peter M. Senge, director of the Center for Organizational Learning, MIT′s Sloan School of Management and author of The Fifth Disciple

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THE CHANGING NATURE OF CHANGE.

Change Leadership: Core Competency for the Twenty–First Century (D. Nadler & R. Shaw).

Types of Organizational Change: From Incremental Improvement to Discontinuous Transformation (D. Nadler & M. Tushman).

The Challenge of Discontinuous Change (D. Nadler & M. Tushman).

THE PRACTICE OF DISCONTINUOUS CHANGE.

The Fundamentals of Change Management (K. Morris & C. Raben).

The Essence of Discontinuous Change: Leadership, Identity, and Architecture (R. Shaw).

Staging Discontinuous Change (A. Walton).

Sustaining Change: Creating the Resilient Organization (M. Marks & R. Shaw).

KEY LEVERAGE POINTS FOR DISCONTINUOUS CHANGE.

Generative Strategy: Crafting Competitive Advantage (A. Walton).

Organizational Architecture: Designing for High Performance (D. Nadler).

Transformative Culture: Shaping the Informal Organization (A. Walton).

Business Processes: Embracing the Logic and Limits of Reengineering (R. Shaw & M. Maletz).

Executive Development: Finding and Growing Champions of Change (R. Ketterer & M. Chayes).

LEADING CHANGE.

Beyond the Heroic Leader (D. Nadler).

The Emerging Role of the CEO (J. Heilpern).

A "Virtual" Interview with Five Change Leaders (R. Shaw, et al.).

Conclusion: The Lessons of Discontinuous Change (R. Shaw & A. Walton).
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David A. Nadler
Robert B. Shaw
A. Elise Walton
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