Organizational Change 5th Edition An Action-Oriented Toolkit

Thay đổi tổ chức
Bộ công cụ hướng hành động
Trong thế giới ngày nay, khả năng phục hồi, khả năng thích ứng và sự nhanh nhẹn của tổ chức ngày càng nổi bật.  Đánh thức, huy động, tăng tốc và thể chế hóa sự thay đổi với Thay đổi tổ chức: Bộ công cụ định hướng hành động, Phiên bản thứ năm. Kết nối lý thuyết với thực tiễn, ấn bản mới này sử dụng các mô hình, ví dụ và bài tập để giúp sinh viên thu hút người khác tham gia vào quá trình thay đổi. Các tác giả Gene Deszca, Cynthia Ingols, Tupper F. Cawsey và Evelina Atanassova cung cấp các công cụ để triển khai, đo lường và giám sát các sáng kiến ​​thay đổi bền vững cũng như giúp các tổ chức đạt được mục tiêu của họ.

Preface to the Fifth Edition
Note on Instructor Teaching Site
Acknowledgments
Chapter 1 Changing Organizations in Our Complex World
Defining Organizational Change
The Orientation of This Book
Environmental Forces Driving Change Today
The Changing Demographic, Social, and Cultural Environment
Diversity Matters
The Physical Environment and Social Factors Matter
New Technologies
Political Changes
The Economy
The Implications of Worldwide Trends for Change Management
Four Types of Organizational Change
Planned Changes Don’t Always Produce the Intended Results
Organizational Change Roles
Change Initiators
Change Implementers
Change Facilitators
Common Challenges for Managerial Roles
Change Recipients
The Requirements for Becoming a Successful Change Leader
Summary
Key Terms
Chapter 2 How to Lead Organizational Change: Frameworks
Why Systematically Learn about Organizational Change?
Differentiating How to Change from What to Change
The Processes of Organizational Change
(1) Stage Theory of Change: Lewin
Unfreeze
Change
Refreeze: or More Appropriately Re-Gel
(2) Eight-Stage Model of Organizational Change: Kotter
Kotter’s Eight-Stage Process
(3) Giving Voice to Values: Gentile
GVV and Organizational Change
(4) Emotional Transitions Through Change: Duck
Duck’s Five-Stage Change Curve
(5) The Change Path Model: Deszca, Ingols, and Atanassova
Step 1: Awakening
Step 2: Mobilizing
Step 3: Accelerating
Step 4: Institutionalizing
Application of the Change Path Model
Awakening: Why Change?
Mobilizing: Activating the Gap Analysis
Accelerating: Getting from Here to There
Institutionalizing: Reinforcing the Changes
Summary
Key Terms
Chapter 3 What to Change in an Organization: Frameworks
Open Systems Approach to Organizational Analysis
(1) Nadler and Tushman’s Congruence Model
History and Environment
Strategy
The Transformation Process
Work
The Formal Organization
The Informal Organization
People
Outputs
The System Is Dynamic
The “Fit” Between and Among Organizational Components Is Critical
Organizations with Good Fit Are More Effective Than Those with Poor Fit
Why Should Those Advocating for Change Care?
An Example Using Nadler and Tushman’s Congruence Model
Evaluating Nadler and Tushman’s Congruence Model
(2) Bolman and Deal’s Four-Frame Model
(3) Sterman’s Systems Dynamics Model
(4) Greiner’s Model of Organizational Growth
Summary
Key Terms
Chapter 4 Who Leads the Change
The Strategic Purpose of Change Leadership
Founding Block of the Change Path Model
Building Organizational Change Capacity
Supporting Employees to Transition Through Change
Developing Change Leaders and Change Teams
Demystifying Successful Change Leaders
Change Leaders and Their Essential Characteristics
1. Commitment to Improvement
2. Communication and Interpersonal Skills
3. Determination
4. Eyes on the Prize and Flexibility
5. Experience and Networks
6. Intelligence
Developing into a Change Leader
Intention, Education, Self-Discipline, and Experience
What Does Reflection Mean?
Developmental Stages of Change Leaders
Diverse Types of Change Leaders
Strategic Types of Change Leaders
Operational Types of Change Leaders
Skill Types of Change Leaders
Change Teams
Change Teams Roles and Structure
Developing a Self-Managed Change Team
Checklist: Structuring Work in a Change Team
Internal Versus External Consultants
Limitations of External Consultants
Change from the Middle: Everyone Needs to Be a Change Leader
Rules of Thumb for Change Agents
Summary
Key Terms
Chapter 5 Awakening: Building and Energizing the Need for Change
Understanding the Need for Change
Seek Out and Make Sense of External Data
Seek Out and Make Sense of the Perspectives of Stakeholders
Seek Out and Make Sense of Internal Data
Seek Out and Assess Your Personal Concerns and Perspectives
Assessing the Readiness for Change
Heightening Awareness of the Need for Change
Factors That Block People from Recognizing the Need for Change
Developing a Powerful Vision for Change
The Difference Between an Organizational Vision and a Change Vision
Examples of Visions for Change
Parkland Students and Their Gun Control Initiative
IBM—Its Focus on Diversity, Equity, and Inclusion
Change Vision for the “Survive to 5” Program
Change Vision for a Large South African Winemaker
Change Vision for the Procurement System: Midsize Manufacturing Firm
Summary
Key Terms
A Checklist for Change: Creating the Readiness for Change
Chapter 6 Navigating Change Through Formal Structures and Systems
Making Sense of Formal Structures and Systems
Impact of Uncertainty and Complexity on Formal Structures and Systems
Formal Structures and Systems from an Information Perspective
Aligning Systems and Structures with the Environment
Structural Changes to Handle Increased Uncertainty
Making Formal Structural Choices
Using Structures and Systems to Influence the Approval and Implementation of Change
Using Formal Structures and Systems to Advance Change
Using Systems and Structures to Obtain Formal Approval of a Change Project
Using Systems to Enhance the Prospects for Approval
Ways to Approach the Approval Process
Mastering the Formal Approval Process
Encouraging “Creeping Commitment” and Coalition Building
Bypassing the Formal Approval Process: Just Do It!
Aligning Strategically, Starting Small, and “Morphing” Tactics
The Interaction of Structures and Systems with Change During Implementation
Using Structures and Systems to Facilitate the Acceptance of Change
Developing Adaptive Systems and Structures
Summary
Key Terms
Checklist: Change Initiative Approval
Chapter 7 Navigating Organizational Politics and Culture
Power Dynamics in Organizations
Inpidual Power
Departmental Power
Organizational Culture and Change
How to Analyze a Culture
Tips for Change Leaders to Assess a Culture
Tools to Assess the Need for Change
Identifying the Organizational Dynamics at Play
Force Field Analysis
Stakeholder Analysis
Summary
Key Terms
Checklist: Stakeholder Analysis
Chapter 8 Mobilizing: Recipients of Change and Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives
Not Everyone Sees Change as Negative
Responding to Various Feelings in Stakeholders
Positive Feelings in Stakeholders: Channeling Their Energy
Ambivalent Feelings in Stakeholders: Such Feelings Can Be Useful
Negative Reactions to Change by Stakeholders: These Too Can Be Useful
Make the Change to the Psychological Contract Explicit and Transparent
Predictable Stages in the Reaction to Change
Stakeholders’ Personalities Influence Their Reactions to Change
Prior Experience Impacts a Person’s and Organization’s Perspective on Change
Coworkers Influence Stakeholders’ Views
Feelings About Change Leaders Make a Difference
Integrity and Competence Are Two Important Antidotes to Skepticism and Cynicism
Avoiding Coercion but Pushing Hard: The Sweet Spot?
Ensuring Consistent Signals from Systems and Processes
Steps to Minimize the Negative Effects of Change
Engagement
Timeliness
Two-Way Communication
Make Continuous Improvement the Norm
Encourage People to Be Change Agents and Avoid the Recipient Trap
Summary
Key Terms
Checklist: How to Manage and Minimize Cynicism About Change
Chapter 9 Moving from Mobilizing to Accelerating Change: Action Planning & Implementation Tools
Prelude to Action: Selecting the Path Forward
Plan the Work
Engage Others in Action Planning
Ensure Alignment in Your Action Planning
Action Planning Tools
1. To-Do Lists
2. Responsibility Charting
3. Contingency Planning
4. Flow Charting
5. Design Thinking
6. Surveys, Survey Feedback, and Appreciative Inquiry
7. Project Planning and Critical Path Methods
8. Tools to Assess Forces That Affect Outcomes and Stakeholders
A. Commitment Analysis Charts
B. The Adoption Continuum or AIDA
C. Cultural Mapping Tools
9. Leverage Analysis
10. Employee Training and Development
11. “Off-the-Shelf” Change Approaches Can Address Specific Issues
Working the Plan Ethically and Adaptively
Developing a Communication Plan
Timing and Focus of Communications
Key Principles in Communicating for Change
Influence Strategies
Transition Management
Summary
Key Terms
Chapter 10 Institutionalizing the Changes
Aligning the Change with the Organization
Nadler and Tushman’s Organizational Transformation Process
McKinsey’s 7S Framework
Stakeholder Analysis
Engaging People Operations
Workforce Planning and Staffing
Training and Development
Performance Management
Rewards and Incentives
Celebrating and Learning
Summary
Key Terms
Chapter 11 Change Management Data Analysis
Selecting and Implementing Change Metrics
1. Identify Key Change Factors
2. Use Measures to Create Challenging but Achievable Goals
3. Use Fair and Appropriate Measures and Controls
4. Avoid Sending Mixed Signals
5. Decide on Data Collection Methods
6. Establish a Monitoring and Reporting System
Measurement Systems and Change Management
Data Used as Guides During Design and Early Stages of the Change Project
Data Used as Guides in the Middle of the Change Project
Data Used as Guides Toward the End of the Change Project
Change Strategy Measurement Tools
Strategy Maps
The Balanced Scorecard
Risk Exposure Calculator
The DICE Model
Summary
Key Terms
Checklist: Creating a Balanced Scorecard
Chapter 12 The Future of Change and the Future of Organizations
The Framework: Change Path Model
Future Organizations and Their Impact
Specialist and Generalist: Divergent Career Paths
Paradoxes in Organizational Change
Orienting Yourself to Organizational Change
Summary
Endnotes
Index
About the Authors