Any significant organizational level change initiative is dependent on the engagement of the people working in that organization. Without engagement, change will falter and ultimately fail. Engaging Change goes behind the scenes of change management to help managers, consultants and practitioners understand why some things work and why others don't. Engaging Change addresses current challenges such as how to understand the environmental context driving the need for change; how to initiate and sustain momentum throughout the change programme; how to institutionalize structural and behavioural…mehr
Any significant organizational level change initiative is dependent on the engagement of the people working in that organization. Without engagement, change will falter and ultimately fail. Engaging Change goes behind the scenes of change management to help managers, consultants and practitioners understand why some things work and why others don't. Engaging Change addresses current challenges such as how to understand the environmental context driving the need for change; how to initiate and sustain momentum throughout the change programme; how to institutionalize structural and behavioural change; and how to create compelling visions. With case studies from Sony, Nestlé, Redcats (who own La Redoute, for example) and the British Army, the text provides practice-based insights into the realities of leading sustainable change.
Mark Wilcox is a native of Richmond, Virginia. He is a historian and a first-time fiction author. Mark is a 1984 graduate of Virginia Commonwealth University's School of Mass Communication and holds a Bachelor of Science degree. He is a contributing author for the Emerging Revolutionary War Era blog site and a member of the Richmond Chapter of the Revolutionary War Round Table. Mark is married and the father of three.
Inhaltsangabe
Foreword 01 Introduction and context Introduction The beginning Not as successful as planned = failure! The alternative to failure Positive change Context The elevator pitch for engagement Change: what does it mean? The four key capabilities Structure Notes 02 Leadership Introduction What do we mean by leadership and leaders? Leaders Assumptions and conclusions on leadership Tools, techniques and models Conclusions and reflective questions Notes 03 Exploration Introduction Learning to explore Exploration: why you should do it Exploration: the process Internal and external factors: possibilities and penalties Exploration, engagement and people Exploration: the underpinning psychological principles Tools, techniques and models Conclusions and reflective questions Notes 04 Envisioning Introduction Do we need a vision or envisioning? Practitioner priorities Stress testing assumptions and ideas Strategic aims: more for less or different and divergent The envisioning process Sense making: what business are we in? Visualization, where we are now and where we want to be Strategic planning Envisioning - the outputs Tools, techniques and models Conclusions and reflective questions Notes 05 Engagement Introduction Leadership congruence Power, conflict and influence Stakeholders Purpose and pain Resistance - who's responsible? Tensions, transparency and trust Engagement: the fundamentals and why you should do it Engagement: the process Engagement: the underpinning psychological principles Tools, techniques and models Conclusions and reflective questions Notes 06 Execution Introduction Failure to deliver change Resources Engagement and relationships Building the team and developing a change capability First steps Perspectives, problems and decisions Behaviour, culture and symbols Transition, change and 'business as usual' Reflection and learning Portfolio, programme and project management Collaboration and technology The underpinning psychological principles (motivation, measures and monitoring) Tools, techniques and models Conclusions and reflective questions Notes 07 Conclusions and reflections Bibliography and suggested further reading Index
Foreword 01 Introduction and context Introduction The beginning Not as successful as planned = failure! The alternative to failure Positive change Context The elevator pitch for engagement Change: what does it mean? The four key capabilities Structure Notes 02 Leadership Introduction What do we mean by leadership and leaders? Leaders Assumptions and conclusions on leadership Tools, techniques and models Conclusions and reflective questions Notes 03 Exploration Introduction Learning to explore Exploration: why you should do it Exploration: the process Internal and external factors: possibilities and penalties Exploration, engagement and people Exploration: the underpinning psychological principles Tools, techniques and models Conclusions and reflective questions Notes 04 Envisioning Introduction Do we need a vision or envisioning? Practitioner priorities Stress testing assumptions and ideas Strategic aims: more for less or different and divergent The envisioning process Sense making: what business are we in? Visualization, where we are now and where we want to be Strategic planning Envisioning - the outputs Tools, techniques and models Conclusions and reflective questions Notes 05 Engagement Introduction Leadership congruence Power, conflict and influence Stakeholders Purpose and pain Resistance - who's responsible? Tensions, transparency and trust Engagement: the fundamentals and why you should do it Engagement: the process Engagement: the underpinning psychological principles Tools, techniques and models Conclusions and reflective questions Notes 06 Execution Introduction Failure to deliver change Resources Engagement and relationships Building the team and developing a change capability First steps Perspectives, problems and decisions Behaviour, culture and symbols Transition, change and 'business as usual' Reflection and learning Portfolio, programme and project management Collaboration and technology The underpinning psychological principles (motivation, measures and monitoring) Tools, techniques and models Conclusions and reflective questions Notes 07 Conclusions and reflections Bibliography and suggested further reading Index
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