Organizational Change in Practice The Eight Deadly Sins Preventing Effective Change

ویرایش:  
نویسندگان: Garden. Annamaria  
سری:  
ISBN (شابک) : 9780415790154, 1351818961 
ناشر:  
سال نشر: 2017 
تعداد صفحات: 153 
زبان: English 
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود) 
حجم فایل: 857 کیلوبایت 

قیمت کتاب (تومان) : 54,000

Cover -- Title -- Copyright -- Contents -- List of figures -- List of tables -- List of checklists -- Acknowledgements -- Introduction -- Part I: Making the organization worse -- Part II: Making the organization better -- Part III: Resistance and reactions -- PART I Making the organization worse -- 1 Self-deception and self-awareness -- Lying to yourself -- No longer in reality -- Key points in this chapter -- Case study A -- The key events that arose that shouldn't have -- Why people didn't have a clue -- They don't know what they don't know -- We need to be 'on top of these things' -- Why self-deception? -- Change team's agenda and the organization's agenda -- How can you tell if you are being self-deceiving? -- Self-awareness -- Ten questions about self-awareness and self-deception -- Checklists -- 2 The destruction of the identity of the organization -- The arrogance of the change team -- Lying to others -- Key points in this chapter -- Another look at the finance company -- The consulting team saw the client as 'wrong' rather than as merely different and unique -- The board belatedly discover what the team is up to -- The consulting team is, once again, unaware -- Insisting the consultants analyse themselves -- The Myers Briggs Type Indicator -- How to stop being so 'superior' when you are a change agent -- A re-organization gone wrong -- Ten questions about arrogance and assuming superiority -- Checklists -- 3 Destroying cohesion in the organization -- Living systems -- What is cohesion? -- Key points in this chapter -- Case study A: The project unintentionally damages the connections in the company -- The cohesion is worse -- Fixing the company afterwards -- The continuum from destruction to cohesion and vice versa -- Five golden rules -- Living systems or killing-off systems -- Integrating roles and structures

Working with the soft stuff -- Using the framework -- Ten questions on destroying the cohesion -- Checklists -- PART II Making the organization better -- 4 Gobbledygook -- Needing meaning in the finance company: case study A -- What is gobbledygook? -- Key points in this chapter -- Mindfulness and mindlessness -- Cult-like behaviour -- Missing the beat -- My interview with a change leader: case study B -- Social accounting -- Typical buzz words -- Cultivating messianic energy -- Management of uncertainty and emotion -- Ten questions about gobbledygook and buzz words -- Checklists -- 5 Behaviour, not just strategy and structure -- The core of the matter -- Key points in this chapter -- Case study A -- Case study B was even worse -- Pure lying -- Keys to doing it right -- Pleased with themselves -- Successful change processes -- Engineering systems and human systems -- Living systems -- Self-organization -- Ten questions about behaviour and not just strategy or structure -- Checklists -- 6 Is the organization better, indifferent or worse? -- Re-arranging the deck chairs on the Titanic -- Key points in this chapter -- Damage to the finance company: case study A -- Case study B -- Outcome measures and including others -- Mapping where you want to get to -- How do you know where you are: A, B or C? -- What is the nature of change? -- Ten questions about being better, indifferent or worse as an organization -- Checklists -- PART III Resistance and reactions -- 7 Resistance from intelligent people -- What is resistance to change? -- Key points in this chapter -- Forms of resistance in case study B -- Case study A -- The meaning of resistance to change -- Other meanings of resistance to change: active and passive resistance -- How the change team/consultants view resistance to change -- How the change team creates resistance

An alternative view of resistance to change -- The resistance and defensiveness of the consulting team -- Five golden rules for dealing with resistance to change -- Other views -- Other explanations of the organization's resistance -- Ten questions on the resistance of intelligent people -- Checklists -- 8 The deep trauma of redundancy -- Voices of redundancy -- The grief and loss associated with work life -- Key points in this chapter -- Understanding redundancies: formal and psychological contract -- The derivation of deep trauma -- Two case studies of redundancy -- Dealing with emotional things -- Rite of passage: the breadth of redundancy -- Coping -- Ten questions on the deep trauma of redundancy -- Checklists -- References -- Index Read more...
Abstract: Cover -- Title -- Copyright -- Contents -- List of figures -- List of tables -- List of checklists -- Acknowledgements -- Introduction -- Part I: Making the organization worse -- Part II: Making the organization better -- Part III: Resistance and reactions -- PART I Making the organization worse -- 1 Self-deception and self-awareness -- Lying to yourself -- No longer in reality -- Key points in this chapter -- Case study A -- The key events that arose that shouldn't have -- Why people didn't have a clue -- They don't know what they don't know -- We need to be 'on top of these things' -- Why self-deception? -- Change team's agenda and the organization's agenda -- How can you tell if you are being self-deceiving? -- Self-awareness -- Ten questions about self-awareness and self-deception -- Checklists -- 2 The destruction of the identity of the organization -- The arrogance of the change team -- Lying to others -- Key points in this chapter -- Another look at the finance company -- The consulting team saw the client as 'wrong' rather than as merely different and unique -- The board belatedly discover what the team is up to -- The consulting team is, once again, unaware -- Insisting the consultants analyse themselves -- The Myers Briggs Type Indicator -- How to stop being so 'superior' when you are a change agent -- A re-organization gone wrong -- Ten questions about arrogance and assuming superiority -- Checklists -- 3 Destroying cohesion in the organization -- Living systems -- What is cohesion? -- Key points in this chapter -- Case study A: The project unintentionally damages the connections in the company -- The cohesion is worse -- Fixing the company afterwards -- The continuum from destruction to cohesion and vice versa -- Five golden rules -- Living systems or killing-off systems -- Integrating roles and structures

Working with the soft stuff -- Using the framework -- Ten questions on destroying the cohesion -- Checklists -- PART II Making the organization better -- 4 Gobbledygook -- Needing meaning in the finance company: case study A -- What is gobbledygook? -- Key points in this chapter -- Mindfulness and mindlessness -- Cult-like behaviour -- Missing the beat -- My interview with a change leader: case study B -- Social accounting -- Typical buzz words -- Cultivating messianic energy -- Management of uncertainty and emotion -- Ten questions about gobbledygook and buzz words -- Checklists -- 5 Behaviour, not just strategy and structure -- The core of the matter -- Key points in this chapter -- Case study A -- Case study B was even worse -- Pure lying -- Keys to doing it right -- Pleased with themselves -- Successful change processes -- Engineering systems and human systems -- Living systems -- Self-organization -- Ten questions about behaviour and not just strategy or structure -- Checklists -- 6 Is the organization better, indifferent or worse? -- Re-arranging the deck chairs on the Titanic -- Key points in this chapter -- Damage to the finance company: case study A -- Case study B -- Outcome measures and including others -- Mapping where you want to get to -- How do you know where you are: A, B or C? -- What is the nature of change? -- Ten questions about being better, indifferent or worse as an organization -- Checklists -- PART III Resistance and reactions -- 7 Resistance from intelligent people -- What is resistance to change? -- Key points in this chapter -- Forms of resistance in case study B -- Case study A -- The meaning of resistance to change -- Other meanings of resistance to change: active and passive resistance -- How the change team/consultants view resistance to change -- How the change team creates resistance

An alternative view of resistance to change -- The resistance and defensiveness of the consulting team -- Five golden rules for dealing with resistance to change -- Other views -- Other explanations of the organization's resistance -- Ten questions on the resistance of intelligent people -- Checklists -- 8 The deep trauma of redundancy -- Voices of redundancy -- The grief and loss associated with work life -- Key points in this chapter -- Understanding redundancies: formal and psychological contract -- The derivation of deep trauma -- Two case studies of redundancy -- Dealing with emotional things -- Rite of passage: the breadth of redundancy -- Coping -- Ten questions on the deep trauma of redundancy -- Checklists -- References -- Index

Content: Introduction Part I Change can make your organization worsePart II Change can make your organization betterPart III Resistance and reactionsPart One: Making the organization worseChapter One: Self-awareness and self-deceptionChapter Two: The destruction of the identity of the organizationChapter Three: Destroying cohesion in the organizationPart II: Making the organization betterChapter Four: GobbledygookChapter Five: Behaviour not just strategy and structureChapter Six: How do you know if the organization is better or worse?Part III Resistance and reactions to change Chapter Seven: Resistance from Intelligent PeopleChapter Eight: The Deep Trauma of Redundancy