Change Management: The New Way: Easy to Understand; Powerful to Use

Dutch Holland,Deborah Salvo

ISBN 10: 1479749222 / ISBN 13: 9781479749225

Published by XLIBRIS, 2012

About this Item

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Bibliographic Details

• Title: Change Management: The New Way: Easy to Understand; Powerful to Use
• Publisher: XLIBRIS
• Publication Date: 2012
• Language: English
• ISBN 10: 1479749222
• ISBN 13: 9781479749225
• Binding: paperback
• Condition: Very Good

About this title

Synopsis

CHANGE MANAGEMENT IS NOT WORKING. A NEW WAY IS NEEDED NOW!

If you want to change a play, you must start by selecting and communicating a new script to your theater company. If you want to change an organization, you must start by communicating to organization members a new vision of where the organization needs to be at some future time.

If you want to change the play, you must put actors under contract for the new play and rehearse them until they can perform their roles perfectly. If you want to change an organization, workers must be under agreement to perform to new job descriptions and goals . . . and be trained in new work processes and new technology. And so it goes . . .

Using your life-long familiarity with the idea of a "play" you will be able to make organizational change happen flawlessly.


Change Management: The Details of the New Way

1. Learn How to Use A New Metaphor:  An organization is like a theater company that "changes the play"
  >The theater metaphor works to both explain and guide organizational change.

2. Learn How to Use the New Sources of Information about Change:  
  >Proven bodies of knowledge offer change management solutions

3. A New Assumption ... organizational change is to help an organization thrive, not just survive
  >Organizations are meant to thrive, not just SURVIVE!

4. Learn to Use the New Imperative ... to Run-the-Business for profit today and Change-the-Business for profit tomorrow
  >Organizational change must happen while the organization is operating at full speed.

5. Learn How to Use the New Goal ... to gain competitive advantage
  >An organization should only change to gain or pursue competitive advantage.

6. Lean How to Use the New Context ... this organizational change is only one in a series of organizational changes
  >Today's organizational change is one of many changes an organization has made and will make.

7. Learn How to Use the New Change Perspective ... moving the organization from one way of doing business to another
  >Organizations that change move from one way of doing business to another way.

8. Learn How to Use New Focus ... on building organizational capabilities
  >Change management constructs organizational capabilities for competitive advantage.

9. Learn How to Apply the New Standard: to optimize the organization and its performance
  >Maintaining the organization's mission is the highest priorities in a change.

10. Learn How to Use the New Change Management Method ... that is formula-driven
  >Change Management is formula-driven, not experimental trial and error.
     i. communicating a new and exciting vision,
     ii. creatively altering work processes,
     iii. incorporating robust and powerful facilities, equipment and technology (FET), and
     iv. re-designing challenging and rewarding roles for employees.

Change Management: The new way ... supported by the old way

1. Learn How to Capitalize on Participative Management ... Don't attempt change without it!
>Participative Management is still the bedrock of change management.

2. Learn How to Take Bottom Up input and  lead Top-Down Change ... a Must!     
>Change Management requires Top-Down Leadership after processing Bottom-Up input.

3. Learn How to Use change Teams to best advantage ...change teams are absolutely  indispensable!         
>Change Teams provide both the brains and the brawn for organizational change.
  >>Change Design Teams (the Brains):
  >>Implementation Teams (the Brawn):

About the Author

Dutch Holland and Deborah Salvo have spent their careers leading successful organizational changes in companies large and small. Their careers have been made by their proven ability to lead executives to successful organizational change. Both are highly regarded as consultants who will tell it like it is - and then help organizations harness their strengths to the best advantage. Over some twenty years of working together, Dutch and Deborah have individually, and as a team, completed successful organizational change initiatives across several industries . . . including energy and aerospace.