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Ten Tasks of Change. Demystifying Changing Organizations

  • ID: 2212315
  • Book
  • April 2001
  • 288 Pages
  • John Wiley and Sons Ltd
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"With the Ten Tasks approach we made a huge leap in capability, with a manageable level of disruption. We have since decided to apply this system on another technology application, which should indicate it′s value to our organization" ––Dave Reeves, vice president, Chevron Products Company "The Ten Tasks of Change is a must–read for anyone engaging and leading organizational change work." ––Adrienne Seal, senior organizational effectiveness consultant, The Clorox Corporation "Bridges the theory and practice of organizational change. Individuals at every level of the organization will benefit from the clear concepts outlined in this book." ––Elizabeth Thach, associate professor, school of business, Sonoma State University "Will be particularly useful to managers and executives–demystifies change processes by framing them as work tasks. A useful addition to the change literature." ––Edwin C. Nevis, consultant, author, president of Gestalt International Study Center "Those who truly want to build commitment for new major initiatives, would do well to use the Ten Tasks as a guide." ––Rick Maurer, author, Beyond the Walls of Resistance and Building Capacity for Change Sourcebook "By peeling off the change jargon, the authors allow the reader to understand what needs attention and to practice logical, concrete, realistic steps to accomplish organizational change." ––Gerald V. Miller, president, Gerald V. Miller Associates "Delivers as advertised. Use this book as a guidebook and understand these tasks, and organizational change will be better understood, and more importantly, achieved." ––Kevin Eikenberry, president, Discian Group
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1. Task I: Appreciating the Situation.

Getting Started.

Approaching the Organization As a Work System.

Approaching Task I As a Dialogue.

Assessing the Alignment of Your Environment and Your Purpose.

Examining Your Processes and Practices.

Estimating the Scope and Impact of Potential Changes.

Estimating the Magnitude of the Change Effort.

Judging the Organization′s Readiness for Change.

Preparing a Compelling Business–Based Case for Change.


2. Task II: Developing Strategic Alignment.

The Work of Task II.

Establishing a Communication Network and Strategy.

Developing a Dialogue About the State of the Business.

Developing a Dialogue About the Business Case for Change.

Learning About Alternatives.

Developing a Compelling Vision for the Future.

Developing a Strategy and Proposed Approach to Change.

Developing a High–Level Action Plan.

Implementing an Infrastructure.


Task III: Evoking Change Leadership.

The Work of Task III.

Establishing a Leadership Network.

Involving Potential Change Leaders.

Enabling the Leadership Network to Act.

Providing Support for Leaders′ Future Roles.

Defining Change Leadership Behaviors for "Walking the Talk".

Clearly Defining the Leadership Rewards and Consequences.

Identifying and Securing the Required Support and Resources.


4. Task IV: Expanding Understanding and Commitment.

The Work of Task IV.

Establishing Safety Nets for the Organization.

Establishing Role Structures for the Change Effort.

Establishing Widespread Understanding of the Change.

Beginning Appropriate Education Processes for the Entire Organization.

Creating and Supporting Ongoing Dialogue.

Using Feedback Systems.

Creating a More Detailed Action Plan.


5. Task V: Analyzing Processes.

The Work of Task V.

Clarifying the Work System′s Purpose and Boundaries.

Conducting Technical System Analysis.

Conducting a Human Systems Analysis.

Analyzing Major Process Threads––A Story.


6. Task VI: Designing Processes, Work, and Boundaries.

The Work of Task VI.

Designing for High–Performance Joint Optimization.

Clarifying the Organization Structure.

Creating a Provisional Design.


7. Task VII: Planning Implementation.

The Work of Task VII.

Our Approach to Implementation.

Validating the Design.

Identifying Further Design Work.

Establishing Timelines for Design Work.

Establishing Transition Management Process.

Establishing Integration Processes and Issue.

Resolution Forums.

Identifying Individuals or Teams to Complete the Work.


8. Task VIII: Establishing Metrics.

The Work of Task VIII.

Determining the Focus of the Metrics.

Identifying the Organization′s Learning Needs.

Identifying the Organization′s Levels of Output.

Identifying Categories of Performance.

Identifying Realistic Metrics for Categories.

Reinforcing Appropriate Behaviors.

Setting the Scope of the Metrics.

Determining Data Collection and Analysis Methods.

Determining Format, Feedback, and Evaluation Processes.

Agreeing on Level of Standardization.

Establishing Linkage to Reward System.


9. Task IX: Managing Transitions.

The Work of Task IX.

Maintaining Constancy of Purpose and Positive Strategic Intent.

Defining Work–Unit Requirements.

Establishing Decision Slopes and Plan Transitions.

Planning and Supporting the Development of Individual Capabilities.


10. Task: X: Continuous Learning and Improvement

The Work of Task X.

Understanding the Organizational Learning Process.

Designing Your Organizational Learning Process Thread.

Developing Ongoing Capability to Support Organizational Learning.

Planning for Closure and Celebration.


11. A Checklist.

The Checklist.
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Jeff Evans
Chuck Schaefer
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