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Richard Ph.D. Bevan

Changemaking: Tactics and Resources for Managing Organizational Change

Changemaking takes a fresh look at managing change. Focusing on tactics rather than strategy, the book is for those who carry out the practical day-to-day work of supporting and sustaining change. It focuses on the details, and provides the needed toolkit: materials that readers can refer to, draw on, and adapt. These include checklists, templates, questionnaires, tactics, FAQs, talking points, e-mails, and other resources. Short case histories illustrate what can go wrong and how it can be made to go right.
The book provides a framework of seven factors that summarize the conditions, resources, and processes that support successful change. It also offers specific guidance on processes that are often employed to move a change initiative forward, including making the case for change, managing employee focus groups, and developing FAQ (Frequently Asked Question) guides. The 50 resources are designed to provide a starting-point for readers to adapt and use in their own organizations. Develop the materials to reflect your own goals and needs, and deploy them as you support your own change initiative
239 páginas impresas
Publicación original
2013

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    Daria Zaytsevacompartió una citahace 4 meses
    the merger offers the opportunity for significant synergies leading to cost savings”; or, “this acquisition fills an important gap in our product range
    Daria Zaytsevacompartió una citahace 4 meses
    The elements of effective change are simple: be clear about purpose and process; listen to and involve stakeholders; provide needed resources; align systems and processes to support the change; lead with clarity and involvement; communicate relentlessly; track progress; follow up; and course-correct. That’s it.
    Natallia Shauchenkacompartió una citahace 2 años
    We often hear senior leaders say of their employees, “They’re smart; they’ll figure it out.” And yes, they are indeed smart. They figure out that the direction isn’t clear and the planning is imperfect. They figure out that they need a great deal more convincing that this is a change they want to be aligned with and involved in.

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