Charting Change: A Visual Toolkit for Making Change Stick
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York, NY
Palgrave Macmillan
2016
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| Schlagworte: | |
| Online-Zugang: | BTU01 FAB01 FAW01 FHA01 FHI01 FHM01 FHN01 FHR01 FKE01 FNU01 FRO01 FWS01 FWS02 HTW01 HWR01 TUBA1 UBG01 UBR01 UBT01 UBY01 UEI01 UER01 UPA01 Volltext Abstract Inhaltsverzeichnis |
| Beschreibung: | 1 Online-Ressource (xvi, 237 Seiten) |
| ISBN: | 9781137536976 |
| DOI: | 10.1057/9781137536976 |
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Datensatz im Suchindex
| DE-BY-FWS_katkey | 615597 |
|---|---|
| _version_ | 1806179729100767232 |
| adam_text | CHARTING CHANGE
/ KELLEY, BRADEN
: 2016
ABSTRACT / INHALTSTEXT
THERE ARE TWO THINGS WE KNOW ABOUT CHANGE, THAT IT IS INEVITABLE AND
THAT IT IS HARD. ORGANIZATIONAL CHANGE IS ACCELERATING AND COMPANIES
KNOW THEY NEED TO BE MORE AGILE AND CAPABLE OF CONTINUOUS CHANGE. THIS
PRESENTS A HUGE CHALLENGE FOR MOST ORGANIZATIONS. LET’S FACE IT.
INITIATING CHANGE IS A SCARY, OVERWHELMING PROCESS THAT WE OFTEN ALL TRY
TO AVOID BECAUSE WE LACK THE TOOLS TO MAKE THE PROCESS MORE HUMAN,
COLLABORATIVE, VISUAL, AND DIGESTIBLE. THAT IS ABOUT TO CHANGE. CHARTING
CHANGE WAS CREATED TO GIVE MANAGERS THE TOOLS THEY NEED TO ORGANIZE
DESIRED CHANGES IN A WAY THAT STEPS A GROUP OF PEOPLE THROUGH THE CHANGE
PLANNING PROCESS, ACCUMULATING BUY-IN AND AN UNDERSTANDING OF WHAT IT
WILL TAKE TO EXECUTE, ALL ALONG THE WAY. EVERYTHING ABOUT THIS BOOK,
FROM THE CHAPTER PAGE ILLUSTRATIONS TO THE TOOLKIT ITSELF IS DESIGNED TO
MAKE CHANGE MORE ACCESSIBLE AND MORE HUMAN, BLENDING THE TECHNICAL AND
ARTISTIC ELEMENTS OF ITS PURSUIT. READERS WILL LEARN HOW TO EFFECTIVELY
PLAN FOR CHANGE AND WILL BE PROVIDED WITH BEST PRACTICES FOR
ORGANIZATIONAL CHANGE. THE ACCOMPANYING WEBSITE: WWW.CHARTING-CHANGE.COM
PROVIDES READERS WITH DOWNLOADABLE VERSIONS OF SELECT TOOLKIT COMPONENTS
DESIGNED TO BE PRINTED ON A VARIETY OF PAPER SIZES, INCLUDING: • THE
CHANGE PLANNING CANVASTM ITSELF • A VISUAL PROJECT CHARTER INFORMED BY
THE PROJECT MANAGEMENT INSTITUTE’S (PMI) PMBOK THAT CAN BE USED IN
YOUR TRADITIONAL PROJECT MANAGEMENT EFFORTS • A HANDFUL OF CHANGE
PLANNING TOOLKITTM COMPONENTS HIGHLIGHTED IN THE BOOK • A
VISUALIZATION OF THE ASSOCIATION OF CHANGE MANAGEMENT PROFESSIONALS’
(ACMP) STANDARD FOR CHANGE MANAGEMENT ONCE YOU ARE DONE READING CHARTING
CHANGE YOU WILL APPROACH ANY BIG CHANGE WITH CONFIDENCE
DIESES SCHRIFTSTUECK WURDE MASCHINELL ERZEUGT.
CHARTING CHANGE
/ KELLEY, BRADEN
: 2016
TABLE OF CONTENTS / INHALTSVERZEICHNIS
OUTLINE AND CHAPTER SUMMARIES
0. FOREWORD
A. GARY HAMEL, TOM PETERS, DAN PINK, GEOFFREY MOORE OR JOHN KOTTER
1. CHANGING CHANGE
A. CHANGE IS DIFFICULT FOR ORGANIZATIONS AND FOR PEOPLE, AND OFTEN
SOMETHING THAT THEY SEEK TO AVOID (WITH GOOD REASON). THE LANDSCAPE IS
LITTERED WITH BROAD CHANGE FRAMEWORKS THAT HELP PEOPLE UNDERSTAND SOME
OF THE HIGH LEVEL STAGES OF CHANGE (AND THE GRIEF THAT MAY GO WITH IT),
BUT DON T HELP YOU GET YOUR HANDS DIRTY AND ACTUALLY MAKE CHANGE HAPPEN.
WE HOPE TO CHANGE ALL OF THAT WITH OUR VISUAL TOOLKIT WHICH WILL ENABLE
LEADERSHIP TO COLLABORATE ON BUILDING THE CASE FOR CHANGE AND THE PLAN
FOR ACHIEVING IT
2. PLANNING CHANGE
A. CHANGE IS SCARY AND OFTEN PEOPLE DON T KNOW WHERE TO BEGIN, SO THEY
DON T. BRADEN KELLEY HAS DEVELOPED A NEW TOOL THE CHANGE PLANNING CANVAS
THAT ENABLES LEADERSHIP TEAMS AND PROJECT TEAMS TO EASILY DISCUSS THE
VARIABLES THAT WILL INFLUENCE THE CHANGE EFFORT, AND ORGANIZE THEM IN A
COLLABORATIVE, VISUAL, FUN WAY. AT THE END OF OUR ENGAGING PLANNING
PROCESS, YOU WILL HAVE A GROUP OF SOLID PLANS THAT MAP YOUR CHANGE
PROGRAM
3. UNDERSTANDING THE CURRENT STATE
A. WE MAY KNOW WE NEED TO CHANGE, BUT WHY ARE WE PURSUING CHANGE NOW?
WHY CAN T WE CONTINUE DOING WHAT WE RE DOING? WHO IS FEELING THE PAIN?
THERE ARE MANY DIFFERENT QUESTIONS WE WILL ASK (AND HELP ANSWER) ON THE
WAY TO UNDERSTANDING AND COMMUNICATING THE CURRENT STATE
4. ENVISIONING THE DESIRED STATE
A. WHO ARE WE MAKING THIS CHANGE FOR? WHAT IS THE SOLUTION THAT WE D
LIKE TO SEE IN PLACE? WHY IS THIS SOLUTION A BIG IMPROVEMENT OVER THE
STATUS QUO? WE WILL HELP YOU WORK AS A TEAM WITH OUR VISUAL TOOLS TO
OUTLINE WHAT YOU WANT THE FUTURE TO LOOK LIKE AND DISTILL IT DOWN INTO
THE KEY POINTS TO INCLUDE IN THE STORY YOU SOCIALIZE AROUND THE
ORGANIZATION
5. PICKING THE RIGHT TARGET FOR YOUR CHANGE EFFORT
A. WE THINK WE KNOW WHO ALL OF THIS CHANGE IS FOR, BUT IS THAT GROUP OF
PEOPLE THE GROUP WE SHOULD BE TARGETING? IS THERE SOMEONE ELSE WE COULD
TARGET? WHAT ARE THE IMPLICATIONS OF TARGETING THE SELECTED GROUP FOR
OUR CHANGE EFFORTS? DO THEY WANT THIS CHANGE? OFTEN THERE ARE SEVERAL
POTENTIAL TARGETS FOR ANY CHANGE EFFORT, AND THE GROUP WE CHOOSE TO
TARGET FIRST CAN SERVE TO ACCELERATE OR TO DESTROY THE WHOLE CHANGE
EFFORT
6. PREREQUISITES FOR CHANGE
A. TOO OFTEN ORGANIZATIONS DEFINE THE CHANGE EFFORT THEY WANT TO PURSUE
WITHOUT FIRST IDENTIFYING WHETHER THERE ARE PEOPLE, RESOURCES,
LEGISLATION, OR OTHER CIRCUMSTANCES THAT MUST BE IN PLACE BEFORE THE
CHANGE EFFORT CAN BEGIN. WE WILL EXPLORE THE ITEMS TO EXPLORE AS
POTENTIAL PREREQUISITES TO THE CHANGE PROGRAM AND ITS EVENTUAL SUCCESS
7. THE PEOPLE SIDE OF CHANGE
A. THE KEYS TO SUCCESS IN ANY CHANGE PROGRAM TYPICALLY LAY IN THE HUMAN
ELEMENTS, NOT IN ANY TECHNOLOGY COMPONENTS. THIS CHAPTER WILL FOCUS ON
THE PEOPLE BEYOND YOUR PRIMARY CHANGE TARGET, INCLUDING THOSE WHO CAN
HELP AND THOSE WHO WILL RESIST, BUT ALSO WITH A FOCUS ON IDENTIFYING
THOSE PEOPLE AFFECTED BY THE CHANGE THAT MIGHT NOT IMMEDIATELY COME TO
MIND
8. THE BENEFITS OF CHANGE
A. WHY ARE WE DOING THIS AGAIN? HERE WE WILL FOCUS ON THE POSITIVE
ELEMENTS OF CHANGE: THE BENEFITS TO THE BUSINESS, GAINS EMPLOYEES MIGHT
INCUR, AND ANY POSITIVE OUTCOMES FOR CUSTOMERS THE CHANGE EFFORT MIGHT
GENERATE. WE WILL PROVIDE CASE STUDIES AND TOOLS TO HELP MAKE SURE WE VE
CAPTURED ALL OF THE POTENTIAL BENEFITS
9. BARRIERS AND OBSTACLES TO CHANGE
A. EVERY CHANGE EFFORT IS GOING TO HAVE OBSTACLES TO OVERCOME AND
POTENTIAL BARRIERS THAT, IF LEFT UNADDRESSED, COULD KEEP THE CHANGE
EFFORT FROM BEING SUCCESSFUL. WE WILL LOOK AT SOME OF THE COMMON
BARRIERS AND OBSTACLES THAT CHANGE EFFORTS MUST FACE AND WAYS TO
OVERCOME THEM
10. NOT EVERYTHING ABOUT CHANGE IS WONDERFUL.-A. WE MIGHT LIKE TO THINK
THAT EVERY OUTCOME OF A CHANGE EFFORT IS POSITIVE, BUT THE TRUTH IS THAT
THERE ARE INEVITABLY NEGATIVE OUTCOMES AND RISKS THAT MUST BE MEASURED,
MITIGATED AND MANAGED. WE WILL LOOK AT SOME OF THE UNEXPECTED
CONSEQUENCES OF CHANGE AND THE RISKS YOU MAY FACE
11. BREAKING IT DOWN
A. ONE OF THE BIGGEST REASONS THAT CHANGE EFFORTS FAIL (IN ADDITION TO
BE BEING POORLY DEFINED OR POORLY SUPPORTED) IS FROM BEING TOO BIG. IF
YOU WANT TO MAKE YOUR CHANGE EFFORT SUCCESSFUL, YOU MUST BREAK IT DOWN
INTO SMALLER CHANGE EFFORTS THAN CAN BE MANAGED AND EXECUTED MORE
EASILY, THUS PROVIDING THE EVER IMPORTANT QUICK WINS THAT MUST LIE ON
THE ROAD TO EVENTUAL CHANGE SUCCESS
12. BUILDING THE CASE FOR CHANGE
A. CHANGE IS DIFFICULT FOR ORGANIZATIONS (AND EVEN PEOPLE), AND OFTEN
SOMETHING THAT THEY SEEK TO AVOID. AT THE SAME TIME, ORGANIZATIONS
STRUGGLE TO CONVINCE PEOPLE THAT CHANGE IS NEEDED. WE WILL PROVIDE
VISUAL TOOLS THAT WILL ENABLE LEADERSHIP TO COLLABORATE ON BUILDING THE
CASE FOR CHANGE AND A POWERFUL, VISUAL, AND COMPLETE STORY CAPABLE OF
INSTRUCTING AND CONVINCING PEOPLE THAT CHANGE IS NEEDED (AND WANTED)
13. NOW WHAT (THE RESOURCE CHALLENGE)
A. AS WE PLAN OUR CHANGE EFFORT, WE WILL NEED TO IDENTIFY ALL OF THE
HUMAN, CAPITAL, AND OTHER RESOURCES THAT WILL BE REQUIRED TO
SUCCESSFULLY COMPLETE THE CHANGE EFFORT. WE MUST EVALUATE WHICH
RESOURCES WE CURRENTLY CONTROL AND HAVE AVAILABLE TO ALLOCATE TO THIS
CHANGE EFFORT, AND WHICH RESOURCES WE WILL NEED TO ACQUIRE, AND WHO
CONTROLS THOSE RESOURCES OR ACCESS TO THEM
14. LEADING CHANGE
A. CHANGE EFFORTS DON T HAPPEN BY THEMSELVES, THEY MUST BE LED TO
COMPLETION. WE WILL LOOK AT SEVERAL GREAT FRAMEWORKS FOCUSED ON THE
HIGHER LEVEL PRINCIPLES OF LEADING CHANGE EFFORTS. WE WILL HIGHLIGHT A
FEW OUR FAVORITES, WHICH WE BELIEVE DO THE BEST JOB OF MAKING CHANGE
LEADERSHIP UNDERSTANDABLE AND POSSIBLE
15. SELLING CHANGE
A. EARLIER WE DISCUSSED BUILDING THE CASE FOR CHANGE, WHICH OF COURSE IS
INCREDIBLY IMPORTANT, BUT BUILDING THE CASE FOR CHANGE ISN T ENOUGH. WE
MUST ACTIVELY SELL PEOPLE ON THE MERITS AND BENEFITS OF YOUR CHANGE
PROGRAM AND RALLY THEIR LOGICAL, EMOTIONAL AND POLITICAL SUPPORT FOR THE
EFFORT
16. INNOVATION IS ALL ABOUT CHANGE
A. INNOVATION IS ALL ABOUT CHANGE. INNOVATION COMES FROM IDENTIFYING AND
CAPITALIZING ON CHANGES IN CUSTOMER BEHAVIOR, TECHNOLOGY, SOCIETY,
REGULATIONS, ETC. BUT INNOVATION IS NOT JUST ABOUT EXTERNAL CHANGES. ANY
TRUE INNOVATION ALSO INFLICTS CHANGE ON EMPLOYEES, PARTNERS, AND
CUSTOMERS IN ORDER TO SUCCESSFULLY CREATE COMPETITIVE ADVANTAGE
17. PROJECT AND PORTFOLIO MANAGEMENT ARE ABOUT CHANGE
A. PROJECTS CHANGE THINGS. PROJECT MANAGEMENT IS A DISCIPLINED APPROACH
TO MANAGING THOSE CHANGES (WHETHER LARGE OR SMALL). AND PORTFOLIO
MANAGEMENT MANAGES AND BALANCES A GROUP OF CHANGE EFFORTS (THAT WE
CHOOSE TO CALL PROJECTS INSTEAD OF CHANGE PROGRAMS). BUT PROJECTS, LIKE
CHANGE PROGRAMS, ARE SLOW TO START AND QUICK TO FAIL. WE WILL LOOK AT
HOW OUR VISUAL TOOLKIT CAN HELP PROJECT AND PORTFOLIO MANAGERS GET THEIR
PROJECTS OFF TO A BETTER START AND HELP MAKE THEIR PROJECT PORTFOLIO
MORE COMPREHENSIVE
18. THE FUTURE OF CHANGE
A. THE FUTURE OF CHANGE? THE FUTURE IS CHANGE. WHY ELSE ARE
ORGANIZATIONS TRANSFORMING THEIR SOFTWARE DEVELOPMENT PROCESSES TO BE
MORE AGILE? WHY ELSE DO WE NOW HEAR PEOPLE TALKING ABOUT FINANCIAL
AGILITY AND ORGANIZATIONAL AGILITY? THE FUTURE OF CHANGE WILL BE ONE NOT
FOCUSED ON SUPPORTING SPEED TO MARKET, BUT ON SPEED OF TRANSFORMATION.
THE ORGANIZATIONS THAT SUCCEED AND THRIVE IN THE FUTURE WILL NOT BE
THOSE THAT ARE BUILT TO LAST, BUT THOSE THAT ARE BUILT TO CHANGE. THIS
MEANS CREATING AN ABILITY TO REACT AND ADAPT TO CHANGING MARKET
CONDITIONS AND TO EMBED MORE EFFICIENT BUSINESS PROCESSES FASTER THAN
THE COMPETITION
DIESES SCHRIFTSTUECK WURDE MASCHINELL ERZEUGT.
|
| any_adam_object | 1 |
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| dewey-full | 658.4092 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4092 |
| dewey-search | 658.4092 |
| dewey-sort | 3658.4092 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| doi_str_mv | 10.1057/9781137536976 |
| format | Electronic eBook |
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| id | DE-604.BV043504216 |
| illustrated | Not Illustrated |
| indexdate | 2024-08-01T12:13:37Z |
| institution | BVB |
| isbn | 9781137536976 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-028920561 |
| oclc_num | 950924850 |
| open_access_boolean | |
| owner | DE-83 DE-1046 DE-1043 DE-Aug4 DE-898 DE-BY-UBR DE-861 DE-1049 DE-859 DE-473 DE-BY-UBG DE-29 DE-863 DE-BY-FWS DE-862 DE-BY-FWS DE-92 DE-824 DE-2070s DE-573 DE-M347 DE-703 DE-739 DE-634 DE-523 DE-355 DE-BY-UBR DE-706 |
| owner_facet | DE-83 DE-1046 DE-1043 DE-Aug4 DE-898 DE-BY-UBR DE-861 DE-1049 DE-859 DE-473 DE-BY-UBG DE-29 DE-863 DE-BY-FWS DE-862 DE-BY-FWS DE-92 DE-824 DE-2070s DE-573 DE-M347 DE-703 DE-739 DE-634 DE-523 DE-355 DE-BY-UBR DE-706 |
| physical | 1 Online-Ressource (xvi, 237 Seiten) |
| psigel | ZDB-2-BUM ZDB-2-BUM_2016 |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | Palgrave Macmillan |
| record_format | marc |
| spellingShingle | Kelley, Braden Charting Change A Visual Toolkit for Making Change Stick Business Leadership Organization Planning Management Industrial management Business and Management Business Strategy/Leadership Innovation/Technology Management Führung Wirtschaft Change Management (DE-588)7606306-9 gnd |
| subject_GND | (DE-588)7606306-9 |
| title | Charting Change A Visual Toolkit for Making Change Stick |
| title_auth | Charting Change A Visual Toolkit for Making Change Stick |
| title_exact_search | Charting Change A Visual Toolkit for Making Change Stick |
| title_full | Charting Change A Visual Toolkit for Making Change Stick Braden Kelley ; illustrated by Kathy Kelley and Gabriella Kelley |
| title_fullStr | Charting Change A Visual Toolkit for Making Change Stick Braden Kelley ; illustrated by Kathy Kelley and Gabriella Kelley |
| title_full_unstemmed | Charting Change A Visual Toolkit for Making Change Stick Braden Kelley ; illustrated by Kathy Kelley and Gabriella Kelley |
| title_short | Charting Change |
| title_sort | charting change a visual toolkit for making change stick |
| title_sub | A Visual Toolkit for Making Change Stick |
| topic | Business Leadership Organization Planning Management Industrial management Business and Management Business Strategy/Leadership Innovation/Technology Management Führung Wirtschaft Change Management (DE-588)7606306-9 gnd |
| topic_facet | Business Leadership Organization Planning Management Industrial management Business and Management Business Strategy/Leadership Innovation/Technology Management Führung Wirtschaft Change Management |
| url | https://doi.org/10.1057/9781137536976 http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028920561&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028920561&sequence=000003&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
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