Managing business change for dummies:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
Hungry Minds
2001
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIV, 355 S. Ill. |
| ISBN: | 0764553321 |
Internformat
MARC
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| 100 | 1 | |a Evard, Beth L. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Managing business change for dummies |c by Beth L. Evard and Craig A. Gipple |
| 264 | 1 | |a New York, NY [u.a.] |b Hungry Minds |c 2001 | |
| 300 | |a XXIV, 355 S. |b Ill. | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents at a Glance
Introduction 7
Parti: Who, Me Change) 7
Chapter 1: Expect the Unexpected 9
Chapter 2: What Is Changing? 27
Part 11: Over Tu/o Thirds of Changes Fait — Don t Let
Resistance Put lou in This Statistic 39
Chapter 3: Resistance: Looking at Losers and Winners 41
Chapter 4: Don t Shoot! Resisters Aren t Your Enemies 53
Chapter 5: Why People Will Always Resist 73
Chapter 6: If Knowledge Is Power, How Do I Get More Of It? 93
Chapter 7: Managers Resist Change, Too Ill
Chapter 8: Skills for Working with Resistance 129
Chapter 9: Assessment: How s Your Organization Doing with Resistance? 141
Part HI: Planning Hour Change —
from Catamari to tirantisu H5
Chapter 10: Making Sure That Your First Step Is The Right One 147
Chapter 11: Getting Your Act Together 157
Chapter 12: Describing Your Present World 167
Chapter 13: What Does Your Brave New World Look Like? 181
Chapter 14: Creating Your Implementation Plan —
Even When You Don t Want To 191
Chapter 15: Now, What Do You Tell Your Employees? 205
Chapter 16: Assessment: How s Your Management Doing
with Planning for Change? 215
PartlV: Leading the Charge 219
Chapter 17: The Many Faces of Leadership 221
Chapter 18: Making Communication Work for You 235
Chapter 19: Celebrate Successes 253
Chapter 20: Assessment: How s Your Management Doing
with Leading the Charge? 263
Part V: Taking Care of j/oursetf —
No One Else Witt 267
Chapter 21: Five Keys to Mental Mastery 269
Chapter 22: Powerlifting for the Mind and Body 293
Part i/l: the Part of Tens 325
Chapter 23: Ten Things That Every Change Winner Does 327
Chapter 24: Ten Barriers to Successful Change 335
Index 341
Book Registration Information Back of Book
Table of Contents
Introduction 7
About This Book 1
Conventions Used in This Book 2
Foolish Assumptions 2
How This Book Is Organized 2
Part I: Who, Me? Change? 3
Part II: Over Two Thirds of Changes Fail — Don t Let
Resistance Put You in This Statistic 3
Part III: Planning Your Change — From Calamari to Tiramisu 3
Part IV: Leading the Charge 3
Part V: Taking Care of Yourself — No One Else Will 4
Part VI: The Part of Tens 4
Icons Used in This Book 4
Where to Go from Here 5
Parti: Who, Me Change) 7
Chapter 1: Expect the Unexpected 9
If You re Breathing, Then Expect Change 10
A New Look at Change 11
Modifications are messy 11
Impermanence is here to stay 13
The Human Face of Change 16
Braving the unknown 18
Protecting with opposition 19
The Role of a Leader — at Every Level 22
Chapter 2: What Is Changing? 27
The Changing World 28
Increasing globalization 28
Intensifying diversity 29
Collapsing institutions 30
The Changing Organization and Its Workforce 30
Growing number of free agents 31
Eroding powers of the boss 31
Differing needs of different generations 32
Struggling to keep good workers happy 34
Evolving virtual corporations 35
The Things That Aren t Changing 36
Making Sense of All This 37
Managing Business Change For Dummies Part 11: Over Iwo thirds of Changes fait — don t Let
Resistance Put you in This Statistic 39
Chapter 3: Resistance: Looking at Losers and Winners 41
Getting That Competitive Edge 42
Difference 1: Recognizing That You Don t Have
the Market on Reality 43
How did everyone get to be so different? 43
How do your filters work? 44
How do change losers and winners see the world? 46
Can you win at change without this one? 47
Difference II: Planning Before You Leap 47
Get a plan for winning 48
Understand how change losers and winners plan differently 48
Difference III: Making Managing Change a Part of Your Real Work 49
Managing change is part of a manager s job 49
Looking at the difference between change losers and winners ....50
Difference IV: Calling a Truce with Resistance 51
Resistance takes a bum rap 51
Resistance makes the difference 51
Making Yourself a Winner 52
Chapter 4: Don t Shoot! Resisters Aren t Your Enemies 53
Knowing Your Options with Resistance 53
Avoiding the Six Myths of Resistance 54
Myth 1: Resistance is avoidable 55
Myth 2: Good managers eliminate resistance 55
Myth 3: Resistance is bad 56
Myth 4: People only resist those changes they don t want 57
Myth 5: People who resist are disloyal and bad 58
Myth 6: Resistance has no value 59
Unlocking the Power of Resistance — Listen to Excuses 61
The protective power of excuses 61
Excuse 1: Change isn t consistent with present culture 62
Excuse 2: Employees don t understand
why they need to change 63
Excuse 3: This change is poorly planned 64
Excuse 4: There is no communication 65
Excuse 5: People don t know what the change means
to them personally 66
Excuse 6: Policies and procedures don t support the change 68
Excuse 7: Nobody knows who s supposed to do what 69
Excuse 8: Management s not serious about the change 71
Words of Wisdom 72
Table of Contents
Chapter 5: Why People Will Always Resist 73
Reason I: Feeling Out of Control 74
What we can count on 75
What it feels like when we lose control 75
Your tool: Communicate more and better 76
Reason II: Drowning in Change 78
Resistance is a lifeboat 79
Your tool: Limit changes while increasing support to people 80
Reason III: It s a Terrible Idea 82
A great idea + a great company = a great failure 82
Ignorance isn t always bliss 83
When disloyalty becomes loyalty 83
Your tool: Protect the change, not your ego 84
Reason IV: Too Many Past Failures 85
Resistance as messenger 86
Your tool: Keep earning employees trust 87
Reason V: Protecting Self Worth 88
Oh, how tender self worth is 88
Change my computer s software, but leave my
humanware alone 89
Your tool: Protect others self worth as fiercely
as you protect your own 90
Chapter 6: If Knowledge Is Power, How Do I Get More Of It? 93
The Inside Scoop from Friends and Favorites 94
The Power of Employee Focus Groups 94
Knowing when to do focus groups 95
Getting the most out of your focus groups 96
Grab a Chair and Sit Right Down 97
Here a Survey, There a Survey, Everywhere a Survey 100
Keep the baby, throw out the bath water 101
How to get the most for your money 101
Munching Biscuits with the Boss 103
Sometimes more can be better 105
Menu for success 106
The Suggestion Box — With or Without Paper 107
Keep it simple 107
Getting the most out of your suggestion box 108
What to Do with All That Knowledge 108
Chapter 7: Managers Resist Change, Too 111
Managers Are Human, Too 112
What hurts managers self worth? 112
How do managers protect their credibility? 112
Managing Business Change For Dummies Five Resistance Traps to Avoid 113
Trap 1: Failing to recognize your own resistance 114
Trap 2: Being impatient 116
Trap 3: Building castles in the sky 120
Trap 4: Being misled by employees that everything s fine 122
Trap 5: Getting surprised by resistance 125
The Higher You Rise, the Less You re Forgiven 128
Chapter 8: Skills for Working with Resistance 129
Controlling Your Emotions — Don t Be Pavlov s Dog 130
Understanding emotional intelligence 130
Avoiding the Pavlov s dog syndrome 131
Drawing on Your Skills for Reducing Resistance 133
Skill 1: Seeing the problem from their eyes 133
Skill 2: Finding common issues and concerns 134
Skill 3: Focusing on the problem, not the person 135
Skill 4: Promising only what you can deliver 136
Skill 5: Using silence 137
Skill 6: Respecting people — even when you don t think
they deserve it 138
Chapter 9: Assessment: How s Your Organization Doing
with Resistance? 141
Recording Your View 142
Tallying and interpreting your score 143
Your score is 1 — 1.9 143
Your score is 2.0 — 3.5 144
Your score is 3.6 — 5.0 144
Your score is 5.1 — 6.0 144
Part HI: Planning lour Change —
From Catamari to Tiramisu 145
Chapter 10: Making Sure That Your First Step Is The Right One ... 147
Getting Trapped in the Loser s Circle 148
Packing the Two Ps — Purpose and Prioritization 150
The reasons for taking your journey 150
The prioritization of where to go 152
Paying the High Price of Failure 153
Wasted money and time 154
Missed opportunities 154
Destroyed confidence in leaders 155
Reduced morale and productivity 155
Increased resistance to future changes 156
Staying the Course 156
Table of Contents
Chapter 11: Getting Your Act Together 157
Skimping on Planning: Tempting but Deadly 158
Forming the Change Management Team 159
Using your leadership team 159
Using an employee team 160
Understanding the Process of Change 161
The process model 161
The process sequence 161
Creating a Winning Process 162
Managing a diverse organization 163
Getting buy in 164
Chapter 12: Describing Your Present World 167
Creating a Balanced Perspective 168
Acknowledging What s Going Right 169
What s the payoff? 169
Who creates your list? 170
How do you create your list? 171
What does a typical list look like? 173
Understanding the Issues and Concerns 175
What s the pay off? 175
Who creates your list? 176
How do you create your list? 176
What does a typical list look like? 177
Crafting the Need for Change — in Ten Cent Words 179
Chapter 13: What Does Your Brave New World Look Like? 181
Two Important Do s 182
Keeping your Desired State realistic 182
Making your Desired State personal 183
Creating Your Desired State — What s in It? 184
The three categories in your Desired State 185
The menu 185
Linking Your Desired State to Issues and Concerns 186
Example 1: Improving teamwork 187
Example 2: Improving relationships with customers 188
Example 3: Creating a workforce for the 21st century 189
Customizing Your Future 190
Chapter 14: Creating Your Implementation Plan —
Even When You Don t Want To 191
Understanding the Power of Your Implementation Plan 192
Designing Your Plan s Design 194
The domino effect 194
The details 195
Managing Business Change For Dummies Focusing on the Technical Side 196
Focusing on the Human Side 197
Targeting the five reasons people resist 197
Targeting excuses 199
Choosing from a menu 200
Chapter 15: Now, What Do You Tell Your Employees? 205
Preparing for Your Inaugural Address 206
Why are we gathered here today? 207
What have you and your team done? 208
What s going right? 208
What are the present issues and concerns? 209
Why must people change? 209
Where are we going? 210
Where are the bumps in the road? 211
What goes into your implementation plan? 211
Getting the Most from Their Questions and Your Answers 212
Making Sure That People Leave with the Right Messages 213
Chapter 16: Assessment: How s Your Management Doing
with Planning for Change? 215
Recording Your View 216
Tallying and Interpreting Your Score 217
Your score is 1 1.9 217
Your score is 2.0 3.5 217
Your score is 3.6 5.0 218
Your score is 5.1 6.0 218
PartlV: Leading the Charge 219
Chapter 17: The Many Faces of Leadership 221
Leaders Are Many Different People 222
Leaders Are Coaches 222
Leaders Are Models 225
Leaders Are Investigators 226
Leaders Are Actors 227
Leaders Are Builders 229
Building a team 230
Building an external network 231
Leaders Are Human Beings 232
Chapter 18: Making Communication Work for You 235
Looking at Communication 236
Creating Powerful Messages 237
Know that the same words mean different things
to different people 238
Establish your key messages 238
Table of Contents
Know your audience 239
Craft your message to specific groups 240
Build an internal sales team 241
Open all channels 242
Listen, listen, listen 243
Presenting Powerful Messages 245
Say it like you mean it 245
Present your message with skill 245
Finish it with finesse 246
Planning Your Communication Strategy 248
What s your purpose? 248
What are you going to do? 249
What are your managers going to do? 250
What are the employees going to do? 250
Chapter 19: Celebrate Successes 253
Understanding Recognition 254
Creating Many Small Successes 254
Avoiding Great Ideas that Sour 256
Don t make one shoe fit all 256
Don t create a recognition plan in isolation 257
Developing Your Recognition Plan 259
Chapter 20: Assessment: How s Your Management Doing
with Leading the Charge? 263
Recording Your View 264
Tallying and Interpreting Your Score 265
Your score is 1 — 1.9 265
Your score is 2.0 — 3.5 266
Your score is 3.6 — 5.0 266
Your score is 5.1 — 6.0 266
Part V: Taking Care of loursetf — No One Else Witt ...267
Chapter 21: Five Keys to Mental Mastery 269
Reviewing New Research 270
Fortifying Your Flexibility 272
Offshoots of flexibility 273
Tools to try 273
Maintaining Your Mindfulness 274
Being simple doesn t mean it s easy 275
Getting the most from your time 276
Looking beyond mindfulness 277
Giving these a try 278
Managing Business Change For Dummies Perceiving the Positive 278
Search for the positive or remain stuck in the negative —
the choice is yours 279
Be realistic 280
Gravitate to gratitude 281
Give these a try 281
Persisting with Patience 283
Know when to hold and when to go 284
Reap the benefits of resolve and restraint 284
Give these a try 287
Cultivating Your Compassion 288
Helping yourself with compassion — a paradigm shift 288
Observing compassion at work 290
Giving these a try 291
Chapter 22: Powerlifting for the Mind and Body 293
Mind Body Connections 294
Meditation 296
Understanding meditation 297
Setting the stage 299
Making meditation user friendly 301
Giving it a try 301
Exercise: Cardiovascular and Strength Training 305
Cardiovascular workout for your heart 307
Strength training for your muscles and bones 307
Mind body renewal 310
Yoga 311
Discovering the benefits 311
Looking at Hatha Yoga 312
Finding yoga for every body 314
Pilates 314
The ins and outs 316
The stuff you need and don t need 316
The wave of the future? 317
TaiChi 318
A way to a stronger and healthier you 319
The supreme ultimate fighting system 319
The two faces of martial arts 320
The mind and body challenge 322
Choices 323
Part VI: The Part of Tens 325
Chapter 23: Ten Things That Every Change Winner Does 327
Gains Commitment from the Management Chain 327
Celebrates Successes 328
Creates a Single Direction 329
Table of Contents
Undertakes Only Necessary Changes 330
Takes Time to Plan 330
Communicates Well and Continually 331
Listens to People s Issues and Concerns 332
Stays Personally Involved 332
Protects People s Self Worth 333
Works with Resistance — Not Against It 334
Chapter 24: Ten Barriers to Successful Change 335
Employees Feel Treated like Robots 335
Change Has a Flavor of the Month Track Record 336
Resistance Goes Undercover 336
Employees Are Saying, I Don t Know How This Affects Me 337
The Culture Is Different than the Change 337
HR Policies Are Different Than the Change 338
Your Employees Are Stressed Out 339
Turf Battles Occur 339
Employees Believe Change Is Not Needed 340
Leader Lacks Credibility 340
Index 361
Book Registration Information Back of Book
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| spellingShingle | Evard, Beth L. Gipple, Craig A. Managing business change for dummies Organizational change Führung (DE-588)4018776-7 gnd Organisationsentwicklung (DE-588)4126887-8 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4126887-8 (DE-588)4048476-2 |
| title | Managing business change for dummies |
| title_auth | Managing business change for dummies |
| title_exact_search | Managing business change for dummies |
| title_full | Managing business change for dummies by Beth L. Evard and Craig A. Gipple |
| title_fullStr | Managing business change for dummies by Beth L. Evard and Craig A. Gipple |
| title_full_unstemmed | Managing business change for dummies by Beth L. Evard and Craig A. Gipple |
| title_short | Managing business change for dummies |
| title_sort | managing business change for dummies |
| topic | Organizational change Führung (DE-588)4018776-7 gnd Organisationsentwicklung (DE-588)4126887-8 gnd |
| topic_facet | Organizational change Führung Organisationsentwicklung Ratgeber |
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