Changing the Way We Change: Gaining Control of Major Operational Change

Change is always a difficult and expensive proposition for any organization, and yet the ability to change - to adapt to rapidly shifting demands and developing technologies - is an essential ingredient for success in today's fast-paced business environment. Change is so important and so risky that it cannot be left to chance. This book offers a systematic plan of action for initiating, implementing, and dealing with change. Using a case study of a manufacturing organization's challenge to change its engineering processes, it gives you the practical knowledge and skills you need to implement change successfully for significant improvements in efficiency and quality. You will gain an in-depth understanding of all the critical change factors, including the process of change and its impact on people within an organization. You will learn how to cope with the "delta," the chaotic transitional stage between the status quo and the future, and will come to understand the role of change sponsors, agents, and targets. Numerous tools that facilitate change are discussed in detail, and a comprehensive example demonstrates how all of these factors come into play. Most important, you will develop a new perspective on change - not as a one-time phenomenon, but as a continual process of adaptation that can become an integral part of the way your organization operates. Provide Benefit.

Table of Contents:
Foreword. Preface. 1. Introduction. Change and Change Management. Instinctive versus Learned Change Management. A Prediction. A Prescription. Why Use Change Management? The Decision to Manage Change. A Competitive Edge. The Change Puzzle. How To Use This Book. Three Approaches to Understanding Change Management. Accountability and the Future. I. THE CHANGE PROCESS: A JOURNEY WITHOUT END. 2. Starting at the End - The Future. Element of Change. The Paradox. A Deeper Definition. Making a Commitment. Refining the Definitions. Integrating the Changes. Benchmarking and Holodecks and What-If's. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. Building a Design for Continuous Change. 3. Back to the Beginning - The Present. Element of Change. The Way It Is. What It Is Today. Why It Is the Way It Is. Why It Stays the Way It Is. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. The Way It Is. Why It Is the Way It Is. 4. The Great Chasm - The Delta. Element of Change. Chaos in the Delta. Natural Selection or Managed Change. Bridging the Chasm. Shifting the Balance. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. Alter the Balance. Manage the Delta. II. THE PEOPLE PART OF THE CHANGE PROCESS: OVERLAP AND SCHIZOPHRENIA. 5. Sponsors of Change. Element of Change. Change from the Top or from Anywhere. A New Job Description. Define the Job. Targeting Sponsorship. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. Measure the Sponsors. 6. Change Agents. Element of Change. Who Are the Change Agents? The Successful Change Agent. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. Build the Change Agents. 7. The Targets of Change. Element of Change. The Future. The Present. The Delta. Expressing Resistance. Building a Tolerance for Change. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. Helping Targets Understand Their Resistance. Providing Safe Forms to Express Resistance. III. THE TOOLS OF CHANGE: THE CHANGE SYSTEM. 8. The Communication System. Element of Change. Adjusting the Balance. Designing the Rollout. A Never-Ending Task. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. Planning a Communication System. 9. The Learning System. Element of Change. The Difference. Critical Factors To Build into a Learning System Plan. An Integrated Strategy. Real World Example: Treetop Manufacturing Company. Charlie. SarahTools for Change. The Learning Plan. 10. The Reward and Reinforcement System. Element of Change. Why This Emphasis? Shifting the Balance. Building the Strategy. Making It Happen. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. The Reward and Reinforcement Plan. IV. PUTTING IT ALL TOGETHER. 11. A Strategy for Change Implementation. Element of Change. Strategy, Planning, and Resource Requirements. A Change Management Strategy. The Planning Process. The Planning Resources. Real World Example: Treetop Manufacturing Company. Charlie. Sarah. Tools for Change. Strategies to Support Change. Epilogue. Bibliography. Appendix: Professional Associations. Index. 0201633647T04062001