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Manager's guide to navigating change /

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Bibliographic Details
Main Author: Rock, Stephen (Author)
Corporate Author: McGraw-Hill Companies
Format: eBook
Language:English
Language Notes:In English.
Published: New York, N.Y. : McGraw-Hill Education, [2013]
Edition:First edition.
Series:McGraw-Hill's AccessEngineering.
Subjects:
Organizational change.
Management.
Electronic books.
Online Access:Connect to the full text of this electronic book
Table of Contents:
  • Acknowledgments
  • Introduction
  • 1. Faster, easier changes: the business case for change management
  • Changing the "change curve"
  • Change management isn't rocket science
  • What does and doesn't affect change management
  • Change management works
  • Manager's checklist for chapter 1
  • 2. Organizational change starts with individual change
  • The biology and psychology of change
  • The resistance you'll encounter
  • Handling resistance
  • Why and how major change initiatives fail
  • Manager's checklist for chapter 2
  • 3. The vision: starting with the end in mind
  • Step 1. Defining what the future looks like
  • Step 2. Understanding the rationale for change
  • Step 3. Understanding the approach for achieving the change
  • Communicating the vision
  • The importance of a clear vision
  • Manager's checklist for chapter 3
  • 4. Creating sustainable change
  • Aligning your efforts
  • Objectives
  • Processes
  • People
  • The glue: change leadership
  • Making change sustainable
  • Manager's checklist for chapter 4
  • 5. The aspire framework for change
  • You're the architect
  • Aspire overview
  • Doing a stakeholder analysis
  • Be an architect of change
  • Manager's checklist for chapter 5
  • 6. Creating awareness
  • Assess the as-is: where does your audience stand?
  • Set the goals: establish your awareness goals
  • Plan your awareness program: how will you communicate?
  • Implementing, recognizing, and evaluating
  • The critical awareness step
  • Manager's checklist for chapter 6
  • 7. Ensuring understanding
  • Poised for success
  • Cascading information
  • Engaging senior leaders in understanding
  • Training as the key to understanding
  • Creating a successful training program
  • Manager's checklist for chapter 7
  • 8. Participating in the change process
  • Why participation is crucial
  • Building active participation
  • Who should participate in the change process?four key roles
  • Know when to call your people in, and when to hold off
  • How the four key roles participate
  • Many of us already know how to build a change plan
  • Manager's checklist for chapter 8
  • 9. Using leverage to ease the effort
  • When to build your leverage program
  • Leadership alignment
  • C.r.e.a.t.e. A thriving change environment
  • Keeping alignment means managing your stakeholders
  • Change agents
  • Communications: create once; use many times
  • Manager's checklist for chapter 9
  • 10. Measuring the progress of change
  • Creating effective milestones
  • Judging progress
  • Building your scorecard
  • Will scorecards work for you?
  • Good leadership = good scorecards
  • Manager's checklist for chapter 10
  • 11. The secret weapon: governance
  • Elements that guide governance
  • Key elements #1 and #2: establish objectives and guiding principles
  • Key element #3: grant authority and responsibility in relationships
  • Key element #4: verify performance
  • Key element #5: institute cohesive policies and procedures
  • Key element #6: foster a culture of collaboration
  • Manager's checklist for chapter 11
  • 12. What is it really like to create change?
  • Assessing your change environment: the four culture changes
  • The characteristics you need
  • Handling conflict: seek collaboration not consensus
  • The dos and don'ts of compassion
  • Wrapping it up: your job as a change manager
  • Model stewardship
  • Manager's checklist for chapter 12.