What We Liked, Part 2The following
are brief samples of the contents of the chapters that follow. In fact each topic
and more are handled in some depth. Chapter 1 — The Barriers
to Change deals with both Internal and External Barriers
Chapter 2 —
The Reasons for Change covers topics such as Continuous Improvement, Facilitated
Growth; Scaling Back Operations; and Mergers and Acquisitions.
Chapter
3 — Interpreting the Language of Change introduces the concepts of Listen—to
Understand; What People Say and Why; Speak—Being Understood, etc.
Chapter
4 — The Process of Change describes Internal Change—How Individuals
Change Themselves; How People Incorporate Change into Their New Role; External
Change—How Organizations Change Individuals; Setting and Managing Expectations,
etc.
Chapter 5 — Understanding the Business, this chapter is
one of the largest and covers a lot of ground including Business Model; Organizational
Structure; Culture; and Customer Loyalty; etc.
Chapter 6 — Understanding
the Change covers Business Goals and Drivers; Change Scorecard, People; Process;
Technology; Demographics; and Learning Curve.
Chapter 7 — Who is
Impacted by the Change provides a short chapter on Stakeholder related matters.
Chapter 8 — OCM Approaches describes four change management
models: ADKAR, KOTTER, IIEMO and AIDA[18]
Chapter 9 — Organizational Change Manager Techniques is the
longest chapter dealing with some 17 tools and techniques available to the
change agent. These include for example: Visioning, Needs Assessment, Impact Assessment,
Quick Wins, Celebrating Success, and so on.
Chapter 10 — How to
Measure Success is, in our opinion, one of the best chapters in the book.
It covers from "Before: Setting up for Transformation Success" to "After: Verify
and Finalize Results" and everything that may come up in between such as "Reevaluating
Progress and Achieving Milestones".
Chapter 11 — Creating a Winning
Organizational Change Strategy includes: Business Climate; Ecosystem: Business
Readiness; and Elements of a Winning Organizational Change Management Strategic
Plan.
Chapter 12 — Adopting a Culture of Change covers Attributes
of a Change-ready Culture; Layers of Change; Hiring Change-ready Resources; and
Change Fatigue.
18.
If you don't know what these acronyms stand for (we didn't) they are respectively:
1. "Awareness, Desire, Knowledge, Ability,
Reinforcement";
2. so named after "famed
change management guru — John Kotter";
3. "Inform,
Involve, Evolve, Maintain, Observe"; and
4. "Attention,
Interest, Desire, Action.
|
What
We Liked, Part 1
