Organizational Change 5th Edition An Action-Oriented Toolkit
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Thay đổi tổ chứcBộ công cụ hướng hành độngTrong 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 EditionNote on Instructor Teaching SiteAcknowledgments
- Chapter 1 Changing Organizations in Our Complex WorldDefining Organizational ChangeThe Orientation of This BookEnvironmental Forces Driving Change TodayThe Changing Demographic, Social, and Cultural EnvironmentDiversity MattersThe Physical Environment and Social Factors MatterNew TechnologiesPolitical ChangesThe EconomyThe Implications of Worldwide Trends for Change ManagementFour Types of Organizational ChangePlanned Changes Don’t Always Produce the Intended ResultsOrganizational Change RolesChange InitiatorsChange ImplementersChange FacilitatorsCommon Challenges for Managerial RolesChange RecipientsThe Requirements for Becoming a Successful Change LeaderSummaryKey Terms
- Chapter 2 How to Lead Organizational Change: FrameworksWhy Systematically Learn about Organizational Change?Differentiating How to Change from What to ChangeThe Processes of Organizational Change(1) Stage Theory of Change: LewinUnfreezeChangeRefreeze: or More Appropriately Re-Gel(2) Eight-Stage Model of Organizational Change: KotterKotter’s Eight-Stage Process(3) Giving Voice to Values: GentileGVV and Organizational Change(4) Emotional Transitions Through Change: DuckDuck’s Five-Stage Change Curve(5) The Change Path Model: Deszca, Ingols, and AtanassovaStep 1: AwakeningStep 2: MobilizingStep 3: AcceleratingStep 4: InstitutionalizingApplication of the Change Path ModelAwakening: Why Change?Mobilizing: Activating the Gap AnalysisAccelerating: Getting from Here to ThereInstitutionalizing: Reinforcing the ChangesSummaryKey Terms
- Chapter 3 What to Change in an Organization: FrameworksOpen Systems Approach to Organizational Analysis(1) Nadler and Tushman’s Congruence ModelHistory and EnvironmentStrategyThe Transformation ProcessWorkThe Formal OrganizationThe Informal OrganizationPeopleOutputsThe System Is DynamicThe “Fit” Between and Among Organizational Components Is CriticalOrganizations with Good Fit Are More Effective Than Those with Poor FitWhy Should Those Advocating for Change Care?An Example Using Nadler and Tushman’s Congruence ModelEvaluating 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 GrowthSummaryKey Terms
- Chapter 4 Who Leads the ChangeThe Strategic Purpose of Change LeadershipFounding Block of the Change Path ModelBuilding Organizational Change CapacitySupporting Employees to Transition Through ChangeDeveloping Change Leaders and Change TeamsDemystifying Successful Change LeadersChange Leaders and Their Essential Characteristics1. Commitment to Improvement2. Communication and Interpersonal Skills3. Determination4. Eyes on the Prize and Flexibility5. Experience and Networks6. IntelligenceDeveloping into a Change LeaderIntention, Education, Self-Discipline, and ExperienceWhat Does Reflection Mean?Developmental Stages of Change LeadersDiverse Types of Change LeadersStrategic Types of Change LeadersOperational Types of Change LeadersSkill Types of Change LeadersChange TeamsChange Teams Roles and StructureDeveloping a Self-Managed Change TeamChecklist: Structuring Work in a Change TeamInternal Versus External ConsultantsLimitations of External ConsultantsChange from the Middle: Everyone Needs to Be a Change LeaderRules of Thumb for Change AgentsSummaryKey Terms
- Chapter 5 Awakening: Building and Energizing the Need for ChangeUnderstanding the Need for ChangeSeek Out and Make Sense of External DataSeek Out and Make Sense of the Perspectives of StakeholdersSeek Out and Make Sense of Internal DataSeek Out and Assess Your Personal Concerns and PerspectivesAssessing the Readiness for ChangeHeightening Awareness of the Need for ChangeFactors That Block People from Recognizing the Need for ChangeDeveloping a Powerful Vision for ChangeThe Difference Between an Organizational Vision and a Change VisionExamples of Visions for ChangeParkland Students and Their Gun Control InitiativeIBM—Its Focus on Diversity, Equity, and InclusionChange Vision for the “Survive to 5” ProgramChange Vision for a Large South African WinemakerChange Vision for the Procurement System: Midsize Manufacturing FirmSummaryKey TermsA Checklist for Change: Creating the Readiness for Change
- Chapter 6 Navigating Change Through Formal Structures and SystemsMaking Sense of Formal Structures and SystemsImpact of Uncertainty and Complexity on Formal Structures and SystemsFormal Structures and Systems from an Information PerspectiveAligning Systems and Structures with the EnvironmentStructural Changes to Handle Increased UncertaintyMaking Formal Structural ChoicesUsing Structures and Systems to Influence the Approval and Implementation of ChangeUsing Formal Structures and Systems to Advance ChangeUsing Systems and Structures to Obtain Formal Approval of a Change ProjectUsing Systems to Enhance the Prospects for ApprovalWays to Approach the Approval ProcessMastering the Formal Approval ProcessEncouraging “Creeping Commitment” and Coalition BuildingBypassing the Formal Approval Process: Just Do It!Aligning Strategically, Starting Small, and “Morphing” TacticsThe Interaction of Structures and Systems with Change During ImplementationUsing Structures and Systems to Facilitate the Acceptance of ChangeDeveloping Adaptive Systems and StructuresSummaryKey TermsChecklist: Change Initiative Approval
- Chapter 7 Navigating Organizational Politics and CulturePower Dynamics in OrganizationsIndividual PowerDepartmental PowerOrganizational Culture and ChangeHow to Analyze a CultureTips for Change Leaders to Assess a CultureTools to Assess the Need for ChangeIdentifying the Organizational Dynamics at PlayForce Field AnalysisStakeholder AnalysisSummaryKey TermsChecklist: Stakeholder Analysis
- Chapter 8 Mobilizing: Recipients of Change and Internal StakeholdersStakeholders Respond Variably to Change InitiativesNot Everyone Sees Change as NegativeResponding to Various Feelings in StakeholdersPositive Feelings in Stakeholders: Channeling Their EnergyAmbivalent Feelings in Stakeholders: Such Feelings Can Be UsefulNegative Reactions to Change by Stakeholders: These Too Can Be UsefulMake the Change to the Psychological Contract Explicit and TransparentPredictable Stages in the Reaction to ChangeStakeholders’ Personalities Influence Their Reactions to ChangePrior Experience Impacts a Person’s and Organization’s Perspective on ChangeCoworkers Influence Stakeholders’ ViewsFeelings About Change Leaders Make a DifferenceIntegrity and Competence Are Two Important Antidotes to Skepticism and CynicismAvoiding Coercion but Pushing Hard: The Sweet Spot?Ensuring Consistent Signals from Systems and ProcessesSteps to Minimize the Negative Effects of ChangeEngagementTimelinessTwo-Way CommunicationMake Continuous Improvement the NormEncourage People to Be Change Agents and Avoid the Recipient TrapSummaryKey TermsChecklist: How to Manage and Minimize Cynicism About Change
- Chapter 9 Moving from Mobilizing to Accelerating Change: Action Planning & Implementation ToolsPrelude to Action: Selecting the Path ForwardPlan the WorkEngage Others in Action PlanningEnsure Alignment in Your Action PlanningAction Planning Tools1. To-Do Lists2. Responsibility Charting3. Contingency Planning4. Flow Charting5. Design Thinking6. Surveys, Survey Feedback, and Appreciative Inquiry7. Project Planning and Critical Path Methods8. Tools to Assess Forces That Affect Outcomes and StakeholdersA. Commitment Analysis ChartsB. The Adoption Continuum or AIDAC. Cultural Mapping Tools9. Leverage Analysis10. Employee Training and Development11. “Off-the-Shelf” Change Approaches Can Address Specific IssuesWorking the Plan Ethically and AdaptivelyDeveloping a Communication PlanTiming and Focus of CommunicationsKey Principles in Communicating for ChangeInfluence StrategiesTransition ManagementSummaryKey Terms
- Chapter 10 Institutionalizing the ChangesAligning the Change with the OrganizationNadler and Tushman’s Organizational Transformation ProcessMcKinsey’s 7S FrameworkStakeholder AnalysisEngaging People OperationsWorkforce Planning and StaffingTraining and DevelopmentPerformance ManagementRewards and IncentivesCelebrating and LearningSummaryKey Terms
- Chapter 11 Change Management Data AnalysisSelecting and Implementing Change Metrics1. Identify Key Change Factors2. Use Measures to Create Challenging but Achievable Goals3. Use Fair and Appropriate Measures and Controls4. Avoid Sending Mixed Signals5. Decide on Data Collection Methods6. Establish a Monitoring and Reporting SystemMeasurement Systems and Change ManagementData Used as Guides During Design and Early Stages of the Change ProjectData Used as Guides in the Middle of the Change ProjectData Used as Guides Toward the End of the Change ProjectChange Strategy Measurement ToolsStrategy MapsThe Balanced ScorecardRisk Exposure CalculatorThe DICE ModelSummaryKey TermsChecklist: Creating a Balanced Scorecard
- Chapter 12 The Future of Change and the Future of OrganizationsThe Framework: Change Path ModelFuture Organizations and Their ImpactSpecialist and Generalist: Divergent Career PathsParadoxes in Organizational ChangeOrienting Yourself to Organizational ChangeSummaryEndnotesIndexAbout the Authors
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