Book Description
When people in an organization or community get together and work for change, the result can be powerful. But managing group dynamics is often difficult. This unique guide showcases 18 tried-and-true methods for facilitating change in a group situation, each explained by an expert who developed or elaborated the method. The book explains what each method is rather than how to do it, with extensive suggestions for further reading.
Customer Reviews:
Too general.......2002-07-13
The book provides general information about different organizational intervention methods. Since most of the writers in this book provide only introductory information and market their method in a similar way, you can't really see much difference between them. If you want to learn how to work with any of those techniques, I suggest you buy the book that focuses on your area of interest.
a good survey of change tools.......2002-02-03
This book is ok - I do this kind of work for a living so there was nothing new in it for me and I returned it - but for those needing an intro to change approaches/techniques this is a good start. My problem with books like this is that they tell you the tools and the how tos to some extent but the real value in engaging in change efforts is knowing when/where the alligator in the swamp is going to pop up and bite you. They don't lay out any lessons learned or things to watch out for so for the unsuspecting they may engage in a change effort and have it fail due to poor delivery etc.
A good place to start for doing large scale interventions.......2001-06-29
When you want to change a company and you do this top-down, using a cascade system in which higher levels of your organisation change the lower levels, you are in for a long change process. For instance, specialists will tell you it can take 7 years before you really change a company's culture. No wonder people like Art Kleiner (co-author of "The Dance of Change") will warn you that up to 70% of your change efforts will fail. The solution comes from taking a more systemic approach, involving as much people of the organisation at once as possible. These kinds of large scale interventions often do wonders if the management is willing to work in a more participative manner. Some methods are more directed to specific change goals, whether it is to set a new direction for your organisation or redefining working relationships (re-organising the buisiness); other methods are more adaptable.
This book will help you find your way in the world of large scale interventions. The 18 proven group methods each have a chapter, written by originators and/or foremost practitioners. Each method-chapter includes a case, the explanation of the methodology, the conditions to success, the theoretical basis, etc. In the back of the book you'll find a table describing all 18 methods (explaining how many people can be involved, how lang the change process takes, how it impacts the organisation, etc.). Once you have found which method fits your situation, you'll find references to more specific books explaining a particular method. Another book painting the big picture as well is Barbara Bunker's "Large Scale Interventions".
I recommend the book as a place to start, if you are prepared to treat your organisation as having more EQ than each of the individuals.
Patrick E.C. Merlevede -- co-author of 7 Steps to Emotional Intelligence
I also submitted a "listmania" list entitled "Systemic Large Group Interventions" in which you'll find more references on this topic.
Insightful!.......2001-05-09
This handbook of change is a must-have for any executive, simply as a primer in the language spoken by consultants. Read this book and become instantly familiar with the latest, most successful, and even the trendiest theories of change management. The editors have evaluated 18 leading change methods, as applied and tested by some of the largest corporations in the United States. They group the change methods by functional categories, making it easier for readers to go directly to the method that applies to their particular problem. Another bonus: The leading practitioners in the field write the change method chapters, bringing a unique depth of perspective. The editors also have written several excellent chapters on the nature of change. An extraordinary comparative matrix - worth the price of the book by itself - is included in the "Afterword." We [...] recommend this book to executives, managers, change agents, human resources professionals and students.
A Resource Treasuretrove.......2000-02-23
Holman and Devane have created an amazing resource for anyone interested in helping to shape the future of our organizations and communities. 18 proven group methods each have their own chapter written by originators and/or foremost practitioners.
The editors have done an excellent job of sheparding each chapter so that the story is alive, honoring the uniqueness and history. And, also, consistent information is presented, allowing comparison among the methods. The comparative matrix is a powerful tool for picking methods appropraite to a particular context.
Reading each chapter is like having a conversation with an expert; it is a quick and most effective way of understanding the method. Then, to dig deeper, the book provides a comprehenhsive list of resources for each method.
There is a synergy between the methods that makes this book more powerful than 18 separate books (and very much more accessible). And Holman's and Devane's editing and opening and closing chapters weave all into a beautiful tapestry. If you care about creating the future, this book provides help.
Book Description
Since it was first published in 1995,
Practicing Organization Development has become a classic in change management. Now completely revised and updated, editors Rothwell and Sullivan, leaders in the field of OD, and numerous expert practitioners, walk you through each episode of change facilitation.
Youll find exhibits, activities, instruments, and case studies. You'll get help applying each phase of a popular emerging change making model. And youll find include applied research and insights from a wide variety of well-known OD practitioners and academicians. Included in this comprehensive resource are an instructor's guide, ever expanding materials on the Web, and a companion CD-ROM with PowerPoint slides and supplemental materials.
Practicing Organization Development is packed with useful, current, proven direction on applying OD principles in the real world -- order your copy today!
Download Description
"Since it was first published in 1995, Practicing Organization Development has become a classic in change management. In this completely revised and updated second edition, expert authors walk you through each episode of change facilitation.
The second edition is enhanced with exhibits, activities, instruments, and case studies. This indispensable guide will help apply each phase of a popular emerging change making model. The editors, themselves leaders in the field of OD, include applied research and insights from a wide variety of well-known practitioners and academicians. A comprehensive resource, included is an instructor's guide, ever expanding materials on the Web, PowerPoint slides and supplemental materials on the companion CD-ROM. "
Customer Reviews:
Too Academic.......2006-07-29
This book is much too academic. Can somebody recommend an organizational change book written by a practitioner? This book is designed for undergraduate students.
Professional 'Keeper'.......2003-03-17
This 'Guide' book is one of four used in a Human Resource Development course that I took in a masters program. The content is the type that will be referred to over and over again in the course of an HRDV career. Some principles should not change, and the ones in this book are rich. A copy is staying in my personal library.
Solid definitions and foundation for understanding OD.......2001-08-04
I love this book! It is a must-have for all practitioners, beginners, or anyone who wants to place solid definitions of all elements associated with organization development.
Excelente.......1999-02-17
Es nuestro libro de texto en la materia de Desarrollo Organizacional de la Maestría de Gestión de la Calidad en el Centro de Excelencia de la Universidad Autonoma de Tamaulipas, México. Por motivo de traducción su lectura no es tan rápida como desearamos por lo que me interesa saber cuando tendrán una edición en español. Gracias. Ana Luisa Mejía.
The essestial skills needed to do change management today.......1997-06-16
This book has become a best seller in the change managment and organization development arena. It is used as a text book by many universities. At the last OD network meeting, 4 graduate programs in OD identified this as the favorite of students.
It is practical, easy to read and is very useful for anyone doing consulting.
Dick Beckhard who coined the phrase Organization Development says it is the best book on change since his Addision-Wesley Series on OD
Book Description
Large Group Interventions are methods used to gather a whole system together to discuss and take action on the target agenda. That agenda varies from future plans, products, and services, to redesigning work, to discussion of troubling issues and problems. The Handbook of Large Group Methods takes the next step in demonstrating through a series of cases how Large Group Methods are currently being used to address twenty-first-century challenges in organizations and communities today, including:
- Working with widely dispersed organizations, and the problem of involvement and participation
- Working with organizations facing a serious business crisis
- Working with organizations in polarized and politicized environments
- Working in community settings with diverse interest groups
- Working at the global level and adapting these methods for cross-cultural use
- Embedding and sustaining new patterns of working together in organizations and communities
Customer Reviews:
The Handbook of Large Group Methods.......2007-09-12
Trust Alban and Bunker to use their social science prowess and rich professional experiences to create an eminently pragmatic handbook for leaders of systems change. To their credit, the entire construction of the book also employs the very principles espoused by the contributors: inclusion of stakeholders, engagement of multiple perspectives, search for common ground, transparency, and appreciation for diversity. After soliciting cases from around the world, the authors organized them into helpful categories of interventions around "six challenges for the 21st century" and added their views on the issues created by those challenges. These chapter inputs are perfect executive summaries for clients who are mired in these dilemmas daily and are looking for solutions and they will help introduce the large group engagement methods the consultant is offering. Also invaluable is the authors' matrix of each case that delineates the organizational sector, the situation addressed, and the methods used--truly makes the text handy.
Although the book stands on its own merits for the sophisticated organization consultant, reading their previous Large Group Interventions (Jossey Bass, 1997) would give the appropriate context for the creative adaptations of the original methods that their latest book so well describes. The Handbook has not only added new methods (Appreciative Inquiry Summit, World Café and AmericaSpeaks) but, more importantly, it describes combinations of traditional methods along with new twists which are thoroughly described. Appropriately, there is a greater reliance on engagement principles for a change process instead of previously prescribed recipes for events in their prior book.
The consultant contributors have been generous with details, for the most part, so that seasoned organization development consultants will feel comfortable employing these tested methods of engagement. On the other hand, there also could also be a warning sticker that reads: "Don't Try This Alone in your Ballroom!" because much of the success comes with years of experience working with diverse groups and learning what doesn't work. Partnering with such experts is the wisest way to dive into whole system change.
As a trainer of large group principles, I particularly appreciated the enhancement tools this handbook describes--Polarity Mapping (B. Johnson), Gestalt therapy, coaching theory, using professional actors for storytelling, graphic facilitation and more. I look forward to the 2017 iteration Bunker and Alban offer to keep us on our toes!
Elizabeth K. Olson
Preferred Futures, Inc.
Carlotta Tyler, OD Consultant and Executive Coach.......2007-03-18
This Handbook is a valuable, broad scope look at public and private sector systems currently engaged in change iniatitives around the world. Relatively free of jargon and untried theories, these field-tested case studies will appeal to a wide spectrum of readers from organization leaders and HR professionals to business school students. I came away with some important new ideas for my work and avoided a few pitfalls after reading the book.
An excellent combination of practice, theory and new ideas.......2007-02-03
Through the many cases presented, Barbara and Billie were able to present to the reader how the different Large Group Methods actually can be applied, and, specially, how they form part of a larger roadmap for systemic change. Interesting also how all cases have a reflections session, which is very usefull in giving actual or to-be practitioners concrete tips for implementation.
The combination of cases with theory about the methods and innovative ideas (for example, on the use of Technologies and Graphic facilitation)resulted in a superior learning experience and complements very well their first book ("Large Group Interventions: Engaging the Whole System for Rapid Change").
Last but not least, I was happy to note how there was a shift in attention from method to challenges that organizations or communities are facing - so a focus on impact and change. A book worth reading for those that are facing or will face large scale changes.
Substantive and Provocative.......2007-01-16
In the complex, interconnected, global environment that most organizations work in daily, it is no longer possible for a few people "at the top" of the organization to have all the knowledge, expertise, and perspective needed for its success. At NovaLearning, we have used large group methods with colleges and universities for about fifteen years. I have constantly seen how institutions become better -- more focused, more strategic, but also more humane -- as they incorporate ideas and insight from across the system into their operation. When Bunker and Alban's earlier book was published, I was delighted because it captured well the range of large group approaches that had developed by 1996. This new handbook goes much further.
These are substantive case studies exceptionally well framed by Bunker and Alban's insight and experience. The diverse case study authors are generous in sharing at a level of specificity that makes real learning from their experiences possible. Each chapter is organized around the presenting challenge, the context and methodology (and why chosen), a detailed description of what actually happened, and perhaps most importantly, a set of reflections and insights that give the reader the chance to share in the authors' learning. I also found valuable the examples of how the innovative use of communication technologies can provide new opportunities as well as sometimes create unexpected limitations. I strongly recommend The Handbook of Large Group Methods to consultants who use or want to use large group methods. Individual chapters will also be important and provocative for corporate, academic, social, and political leaders and change agents.
How These Methods Actually Work In Practice.......2007-01-08
The strength of this book lies in the fact that it not only provides methodologies and resources for creating change in organizations in the 21st century; but also identifies how these methodologies actually work in practice.
A series of case studies ranges from addressing business issues at American Airlines and the BBC to managing change in organizations in Mexico and Indonesia. The reader is taken on a journey by those individuals who were responsible for implementing large group methodologies in their respective organizations.
By reading about these success stories and the methodologies they employ, you will be able to develop a plan for you own organization that will ensure a higher level of success that would otherwise be possible.
Walter Willigan, President, Willigan Consulting LLC
Book Description
Must reading for academics and executives alike. Leading business scholar Chris Argyris helps readers understand why individuals and organizations are unable to learn from their action, then presents the steps that must be taken to change.
Customer Reviews:
Another attempt for racionality behind human behavior.......2000-12-11
I must confess I do not have psychological background. From my humble point of view, all books like this, look at "the good and rational background" of people. They have the premise that all the staff is doing their best but "strange forces" makes them not to get the optimum for the organization. So, the goal is overcoming those refraining forces. I do believe that behavior of people is headed for their own rational interest which is not always the best for the company. In adition, we are looking for rationality in behavior which is only part of the truth. Is not envy, jealousy, narrow-minded, stuborness and so on, part of human being behavior?. without them, we only have part of the great picture and so, remedies will not work properly. Apart from that, the book is well organized and explains clearly the models the author is working with and the methodology used. Premises are strong and goals interested which lead to good results (provided human being were not as they are).
The one book to read on ending office politices.......1997-07-01
Argyris cuts to the heart of why organizations go wrong with a combination of passion and precision. Several authors who have written about effective teams and organizations such as Peter Senge and Gerald (Jerry) Weinberg regard Argyris's work quite highly, and rightly so. While other authors talk about and round the problems and issues, Argyris creates models which show not just what people do, but how they think. Other books in the field of Organizational Design that I have looked at appear dry as dust next to Argris.
Readers should be cautioned, however, that Argyris is a academic and researcher -- reading his books requires work, but work well worth the effort.
- Cortlandt Wilson, Software Consultan
Book Description
The NTL Handbook of Organization Development and Change is an essential tool for both practitioners and students who want to know how to effectively bring about meaningful and sustainable change in organizations. Featuring contributions from leading practitioners, academics, and scholars in the field, each chapter comprehensively explores a key aspect of organization development including core theories and methods, OD in the international and world setting, practical applications, the future of OD, and many others. Co-published with the NTL Institute, a long-time leader and champion for the field, The NTL Handbook of Organization Development and Change boasts an extensive range of knowledge, experience, and methods integrated by a philosophical system that underscores the vital mission of OD as well as provides expert guidance in the art and science of making organizational development and change work.
Customer Reviews:
Superb overview of modern Organization Development.......2006-03-19
Edited collections at this price point can be a problem. But compared to its competitors, this NTL Handbook is an outstanding volume, written by some of the biggest names in OD for practitioners at all levels. Great value after you get over the sticker shock.
As a skimmed the book I was amazed by the new insights that leapt out at me, by the clear, jargon-free writing (relatively, after all it's a professional book) and by the generous references and citations. History, ethics, techniques, it's all there. While the formatting of tables is sometimes inconvenient (I found myself turning the book sideways more than I should have had to), it's a small price to pay for the comprehensiveness of the treatment.
My only disappointments were the two chapters on large group interventions. One covers the familiar territory the familiar way (refer to the books you already own). The other gives a partial account of the newest, technology-enabled 'town meetings' without grounding the story in the theory of why they work (or should) and how cost-effective they are as OD interventions, as opposed to political rallys. The rest of the book is fresh and new, even of topics that we practitioners think we know like the back of our hand. I marvelled at the new life some chapters breathed into traditional material.
This book from NTL Institute should be in every consultant's library, as a refresher and, more important, as a source of new inspiration as you work with organizations and the people in them.
Book Description
This powerful employee handbook provides 13 clear and practical guidelines that workers can weave into their daily routines immediately. These specific points are made with hard facts, powerful logic and a sense of humor that can be universally understood and applied. And, the handbook format will enable people to transform the organization fast by promoting a consistent message throughout the organization.
Customer Reviews:
Straightforward, no-nonsense survival guide for a changing world.......2005-07-04
Price Pritchett's little book, The Employee Handbook of New Work Habits For A Radically Changing World, should really be called "The Abridged Career Bible" and not a handbook. Could this have anything to do with the lucky number 13? Filled with his "13 Ground Rules for Job Success in the Information Age," Pritchett's book really is a survival manual. In an time of new technologies, services, knowledge work, and fierce worldwide competition, only those open to change-those who are flexible and invest their energy in finding and seizing opportunities-will thrive. Those who resist change and harbor bitterness will only end up going the way of the dinosaurs. And we don't need to be reminded of what eventually happened to the dinosaurs...
Pritchett advises workers to become quick-change artists. In an age of restructuring, outsourcing, downsizing, subcontracting, and forming new alliances, workers can expect new ways of working and having to align immediately with new organizational needs and realities. Being a quick-change artist-mobility-can build an employee's reputation.
Then again, says, Pritchett, so does commitment. Commit fully to your job. Companies now cannot afford to hire more employees to solve common problems. Nevertheless, clients and customers expect quality and speed. Companies' response is to throw fewer people at problems and to do more-faster and better-with less. This calls for highly committed people-those who work from the heart and invest passionately to their jobs. It follows that commitment will result in more satisfying work, too, bringing empowerment, relieving stress, and curing the pain of change.
Through their commitment and working from the heart, employees are contributing and adding value. Workers should think that they are being remunerated for the value they add rather than for their tenure, good intentions or activity level.
Employees' job security, therefore, depends on commitment and how valuable they are to customers. Employees must see themselves as service centers. They need to sharpen their insights into their personal "market" and understand what it is their customers do, expect and need. Employees need to know how they fit into the overall picture and how they will contribute to customers' success. Remember, warns Pritchett: "customer" does not only imply people outside the organization but co-workers and internal customers as well. Career success depends on building strong relationships with both internal and external customers and a reputation for responsiveness and quality service.
Just ensure that service and responses are delivered in a timely fashion! We do, as Pritchett says, live in an impatient world. Organizations, then, must accelerate. Workers must operate with a sense of urgency. These are raw survival instincts at work. To survive: speed up. To be successful, organizations must emphasize action: cover ground quickly, eliminate excess baggage, abandon outmoded practices, decentralize, and delegate decision-making power. There really is no room for slow adjustment to change. Valuable employees are those who push the process of change along.
But change brings ambiguity and uncertainty!
Fine. As Pritchett advises, accept it, and manage your own morale! Workers need to realize that placing their morale in someone else's hands disempowers them and that ambiguity may, in fact, be the in the best interest of their career.
Sure, they will be faced with new expectations, shifting priorities, different reporting relationships, vague job descriptions...
Workers need to act upbeat, accept change, and create clarity for themselves-to set priorities, meet deadlines, chase down needed information, show initiative and an ability to improvise. They need to work as though they are in business for themselves.
So what does that mean?
Traditional hierarchies are flattening out. Organizations want to get closer to customers and clients, and are decentralizing business units. The result? Mini-enterprises or self-contained work groups that operate more independently. Employees will need to assume more responsibility for the success of the entire enterprise and consider personally how they can help cut costs, improve productivity, and innovate.
In other words, as hierarchies collapse, responsibility, power, and authority are being pushed to the lower levels. Self-contained work teams must stand accountable for their collective results. Accountability implies thinking in broad terms, considering the larger picture, and considering outcomes. Workers must streamline their approach to economize time, energy, and other resources.
Broad thinking and innovation take brains: it doesn't take long for skills and knowledge to become outmoded in a rapidly changing world-a world that takes no pity on those who are lazy about learning. Workers need to stay in school in order to retool themselves and to keep up with the latest knowledge. Their future employability depends on up-to-date credentials, the latest skills, and the most recent developments in their chosen field. Home study, reading, attending workshops and seminars, volunteering for understudy or apprenticeship programs, asking for learning opportunities-all of these should become "habits".
Lifelong learning implies continuous improvement. Yes, and according to Pritchett, it's the best insurance for both employees' careers and for organizations. How? It is the relentless quest for a better way, for high quality craftsmanship, for daily perfection. Continuous improvement-and this is not just limited to learning, either-may be gradual, but in the long run, it adds up to a competitive advantage.
Employees also need to learn not to rely solely on their reputation anymore: the world is changing too quickly. Employees must then strive to upgrade their job performance-response time, quality, cost control, and customer service-on an ongoing basis.
Improving job performance also means building a reputation as a problem solver. Employees must learn to take care of problems, not point them out. By searching beyond themselves, for solutions, they disempower themselves and lose the ability to find workable solutions. The pro-active solution, according to Pritchett, is for employees to assume ownership of problems and to allow the solutions to start with them.
To summarize, change is inevitable, and there is little, if anything, organizations can do to stop it. The best they can do is adapt and to alter their expectations-preferably before they have to. Some are fortunate enough to scramble and adjust when push comes to shove. As to the rest? Well, just remember the dinosaurs...
(...)
Some good points but a nasty overtone.......2005-04-22
This book does mention some valid points about taking control of your own career. But it fails to acknowledge what motivates us to work and has a horrible over tone that preys on the fear culture you find during redundancies. I'd look elsewhere for motivation, somewhere that tells you how to be more confident rather than "do this or else".
Recreating Your Job.......2002-02-16
As a manager in a highly competitive service industry, I could not deliver a better message to my staff than this short, highly readable "who's in charge of your life" script for the entrepeneur in all of us.
Adaptability, accountability, and the pure joy of realizing your version of yourself in this age of the "chaos theory" is in there. A fun, inspiring, recharging read.
A good example of a book that should be burnedý........2002-01-29
Let's cut to the chase. The message of this book is quite simple:
Change your current attitude and increase your productivity so that you will ad value to your company in the long run. In other words, all for the benefit of us (managers, CEOs, Bill Gates, etc.) at the expense of you, the employee (the tried and true `profits over people' mentality rears its ugly head once again in corporate America). If the events of September 11 or the recent Enron affair haven't yet taught us that money and misguided "motivation" should NOT be the primary goals in life, I don't know what will.
The inhuman workplace.......2002-01-26
This book should be titled "Chicken Soup For The Displaced Worker." With one sticking point: You get more depressed after you read it. If anyone hands you this book, tell them no thanks. I strongly agree with the reviewers who said that this is a book for clueless managers looking to jump on meaningless trends.
Book Description
The first and most comprehensive guide of its kind, this desk reference is designed to guide managers through the various steps of change--including clearly defining goals and processes necessary to make successful change.
Book Description
"Appreciative Inquiry Handbook explains in-depth what AI is and how it works, and includes stories of AI interventions and classic articles, sample project plans, interview guidelines, participant worksheets, a list of resources, a glossary of terms, and more.
Customer Reviews:
Appreciative Inquiry Basics.......2006-09-28
I think this book is an essential first book on the theory and practical application of the positve appreciative process.It defines the terms, provides the research and background of the process and gives first hand stories of its application in the real world.
Appreciative Inquiry.......2006-07-11
Excellent, I was very satisfied with the theoretical explanation as well as the practical guides for solving the change management issues.
incredible resource for every change agent .......2004-08-02
The handbook is clearly written and introduces not only a new paradigm in thinking about orgaisational change work it also supports change agents in their endeavour to create sustainable and learning organisations. Great practical materials and tools across the spectrum of AI are designed with a lot of ideas how to apply any AI initiative.
This book is well organized and readable and a must for every OD practicioner and change agent.
An Extraordinary Tool For Leaders.......2004-06-28
Appreciative Inquiry Handbook offers a rich, navigational guide for industries across the spectrum. Appreciative Inquiry Handbook reflects a new paradigm in American and global industry; a must-read for industry leaders!
Appreciative Intent.......2004-06-11
This handbook guides you in applying appreciative inquiry methods in a variety of settings. We have had good results conducting two facilitation assignments with "Appreciative Intent".
In our most recent assignment, our client was impressed with the quality and quantity of the information gathered. Additionally, members of the client's leadership were also impressed with the level of participation from some of the more "quiet" people in the organization. The one-on-one questionnaire technique levels the playing field for people with a more introverted personality. Also, if you like applying a "Theory of Constraints" approach to operations you will observe that using the interview/questionnaire approach creates a multi-channel process when brain storming. (i.e. more conversations can be carried on simultaneously, thereby creating a larger stream of information or ideas in less time)
The CD alone is worth the investment!
Customer Reviews:
Excellent primer into re-engineering.......2002-10-24
Over the past few years, re-engineering has gotten a bum rap. At best, it's been trivialized as a Dilbert-ism; at worst, it's a code word for layoffs. But as "The Re-engineering Handbook" shows, re-engineering is a very real -- and very sensible -- tool for evaluating and enhancing workplace productivity and competitiveness.
The book provides a concise overview of business process re-engineering. The exact process that the book uses (Rapid Re) is straightforward and manageable, especially when compared with other approaches such as Six Sigma. And no, the book doesn't simply recommend layoffs (in fact, it emphasizes job reassignment and re-training over wholesale terminations). The book is informative enough so that a workgroup with minimal re-engineering experience could at least get a healthy start into the process without first turning to a pricey consultant, though more background into specific techniques such as project management and process mapping are needed.
Written in the pre-Internet era, parts of the book seem dated. But the core techniques remain sound. "The Re-engineering Handbook" should be at the top of the reading list of anyone who expects to get involved with a re-engineering effort.
essential.......2001-12-09
This book is essential for anyone need to involve with BPR.
Step-by-Step guide to Rapid Reingineering.......2001-03-17
Manganelli and Klein posit a process reengineering methodology that they call 'Rapid Re(TM)'. It consists of five phases: Preparation, Identification, Vision, Solution, and Transformation. The book explains each of the five phases and breaks them down into a 54 step action plan. Successfully communicates how their strategy should work and provides a number of concrete tools and examples for implementing this kind of project.
Excellent guide to process reengineering methodology.......1998-10-20
Other books tell you about reengineering and its benefits. Rarely do they tell you how to do it. This book is the exception. Its main focus is the "how". It provides enough details on a reengineering methodology to guide a project. Normally, the only other way to obtain a methodology is from engaging consultants. The methodology discussed in this book is comprehensive and practical. This is a must read for any person involved or going to be involved in business-focused or reengineering projects.
Book Description
A Stunning Achievement in Change Management In October of 1997, the nation's top business theorists and practitioners met at a conference cosponsored by USC's Leadership Institute and the Center for Effective Organizations. The group was challenged to present their most advanced ideas regarding leadership and change management. This guide is the stunning result of their collective efforts. Charged with fascinating case studies, action strategies, and unbeatable advice, The Leader's Change Handbook features fresh works by Christopher Bartlett, Michael Beer, John Kotter, David Nadler, Ron Heifetz, Susan Mohrman, Bob Quinn and other distinguished contributors. What it offers is a uniquely coherent, cutting-edge approach to leading today?s organizations -- an approach only this elite group, working together toward a common vision, could offer.
Customer Reviews:
Thirteen Assumptions of Advanced Change Theory.......2001-05-10
This book is a remarkable guide from 20 remarkable thought leaders for leaders of the new century. Jay A.Conger, Gretchen M.Spreitzer, and Edward E.Lawler III divide this invaluable volume into four parts. As written by them, Part Three-Chapter Seven, by Robert E.Quinn and Nancy T.Snyder, introduces Advanced Change Theory (ACT), arguing that the leaders must change him- or herself first to ensure that his or her deed and actions are consistent with the vision of the future before expecting others to change.
In this context, R.E.Quinn and N.T.Snyder identify thirteen assumptions/principles of ACT as following:
1. Assumptions of relationship: alignment with changing reality requires relationships of inclusion, openness, and emergent community.
2. Assumptions of purpose: to establish an emergent community, a change agent must put the pursuit of the common good ahead of self interest.
3. Assumptions of resistance: to maintain alignment with changing reality and with the common good, a change agent focuses on internal sources of resistance, continually seeking to reduce self-deception and personal hypocrisy.
4. Assumptions of influence: in influencing others, the change agent first models the courage and discipline of self modification, the resulting integrity then serves to influence others by attracting them into a relationship, or community, of mutual support and exploration.
5. Assumptions of empowerment: by transcending self-deception and personal hypocrisy, the change agent empowers and frees the self from the controlling sanctions within the existing social system.
6. Assumptions of enlightenment: in freeing self from external sanctions through personal modification, the change agent obtains increased understanding, enlightenment, or vision about direction and strategy.
7. Assumptions of volition: the change agent's increased understanding and personal empowerment result in increased reverence for the potential and the volition of the change target.
8. Assumptions of motivation: given the high respect for the volition of the change target, the change agent seeks to inspire growth by attracting the change target to engage in noble tasks of service for the higher good of the community.
9. Assumptions of causality: the change agent recognizes the change target's need for relationship and assumes that change happens as a nonlinear process of mutuality and cocreation that further requires continued integrity and increasing trust.
10. Asumptions of strategic vision: the change agent's efforts in self-modification and empowerment result in increased cognitive complexity and the ability to see larger governing rules or seemingly paradoxical relationships.
11. Assumptions of behavior: freed from the influence of the existing sanction system, and holding a more complex or paradoxical world view, the change agent engages in unconventional behaviors that distort routines, capture attention, and move the system toward the edge of chaos.
12. Assumptions of determination: the change agent assumes that altered internal states determine altered external states.
13. Assumptions of action: the change agent is a self-authorizing person with a bias for action and enactment under uncertainty.
Throughout the presentation of ACT, each of these assumptions is illustrated by a quote from three transformational change agents: Jesus Christ, Mohandas K. Gandhi, and Martin Luther King Jr. Then, Quinn and Snyder explore the applicability of ACT in an account of a cultural change effort at Whirlpool under the leadership of its CEO David Whitwam.
Highly recommended.
A boring book.......2000-01-31
After reading numerous leadership books, and as an MBA student I was greatly disappointed by this book. The book was very dry. The leadership concepts that the authors wrote about were conventional concepts that I had known about for many years. It is a shame that so many intellectual minds cannot write a better book. The book is a hard read and the reader will most likely fall sleep before finishing the first chapter.
Disjointed Heavy Academic Ramblings.......2000-01-29
A disappointing package of disjointed material and a lot of recycling of standard leadership theory. The old theories are repackaged in heavy academic jargon to make it seem that something new is being offered. I am sorry to report that I gained very little from the enormous effort that was involved in reading this book. It was disappointed that so many well-known academics and experts in the field allowed the publication of such disjointed ramblings under one cover. If you are having difficulty getting to sleep at night this book is for you.
Enlightening, engaging essays on organizational change........1999-03-23
Leadership and change seem inexorably linked, although in this collection of papers some writers challenge even this conventional wisdom. This is an enlightening gathering of contributions by leading authorities. It is based on the findings and conclusion of executives and consultants and conveys observations and lessons from the experiences of such companies as Whirlpool, GE, Shell, and Lucent.
There are lots of nuggets, small and large, in these pages, for instance: a highlighting of the seven primary errors and eight steps to transforming an organization; an explanation of four basic change strategies including Advanced Change Theory, a new approach that accounts for the work of such change agents as Gandhi and King; definitions of seven organizational design elements; and a checklist for transformational leaders. Overall, there is a wealth of thoughtfulness making up this collection of enlightening and engaging essays, capped-off by a helpful summary chapter that captures the books take-away lessons. Reviewed with much interest by Gerry Stern, author of Stern's SourceFinder Master Directory to HR and Business Management Information and Resources.
Books:
- The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change
- The Changing Sky: A Practical Guide to Predictive Astrology
- The Elegant Solution: Toyota's Formula for Mastering Innovation
- The Essays of Warren Buffett : Lessons for Corporate America
- The Executive Director's Survival Guide: Thriving as a Nonprofit Leader
- The Fifth Discipline Fieldbook
- The Fifth Discipline: The Art & Practice of The Learning Organization
- The Great American Tax Dodge: How Spiraling Fraud and Avoidance Are Killing Fairness, Destroying the Income Tax, and Costing You
- The Lean Manufacturing Pocket Handbook
- The Mind Map Book: How to Use Radiant Thinking to Maximize Your Brain's Untapped Potential
Books Index
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Future Search
Large Group Interventions: Engaging the Whole System for Rapid Change (JOSSEY-BASS BUSINESS & MANAGEMENT SERIES)
The Handbook of Large Group Methods: Creating Systemic Change in Organizations and Communities (Jossey-Bass Business & Management)
Open Space Technology: A User's Guide
The Corporate Culture Survival Guide
