Leading change :: how successful leaders approach change management /
"It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team wi...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Philadelphia, PA :
Kogan Page,
2014.
|
| Ausgabe: | First edition. |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | "It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team will come up with a vision and then succeed in persuading the rest of the organization to follow, and that people will happily embrace change without being afforded the opportunity to make their own meaning of that change. Leading Change offers an alternative. It provides a framework for change that opens opportunities for people within the organization to play a significant role in the process. Supported by academic research, and grounded with a range of examples and cases, the book offers a valuable approach to successful change management."-- |
| Beschreibung: | 1 online resource |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9780749471699 0749471697 |
Internformat
MARC
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| 100 | 1 | |a Lawrence, Paul R., |d 1956- |e author. |1 https://id.oclc.org/worldcat/entity/E39PCjBkFJdFrbbD7fGqk7YycX |0 http://id.loc.gov/authorities/names/n2005023933 | |
| 245 | 1 | 0 | |a Leading change : |b how successful leaders approach change management / |c Paul Lawrence. |
| 250 | |a First edition. | ||
| 264 | 1 | |a Philadelphia, PA : |b Kogan Page, |c 2014. | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 520 | |a "It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team will come up with a vision and then succeed in persuading the rest of the organization to follow, and that people will happily embrace change without being afforded the opportunity to make their own meaning of that change. Leading Change offers an alternative. It provides a framework for change that opens opportunities for people within the organization to play a significant role in the process. Supported by academic research, and grounded with a range of examples and cases, the book offers a valuable approach to successful change management."-- |c Provided by publisher | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Machine generated contents note: Acknowledgements Introduction -- 01 The emerging change model -- Method -- Results -- Exploring the ECM -- The ECM as a reflective frameworkPart One Reflective dialogue in action -- 02 Dialogue and communication -- Communicate, communicate, communicate? -- Communication, monologue and dialogue -- Getting out and about -- Barriers to dialogue03 Listening -- Different ways of listening -- Listen first -- Authentic curiosity -- Listening to ourselves -- Seeking feedback04 Voicing -- Great expectations -- Storytelling05 Reflection -- Reflection as abstraction -- Sucked in -- Reflection in practice -- Managing other's emotionsPart Two Perspective, purpose and identity -- 06 The evolution of perspective -- The paradoxical theory of change -- The significance of multiple perspectives -- Sharing perspectives -- Perspectives and purpose07 The evolution of purpose -- All visions are co-created -- Visions are dynamic -- The role of the change leader | |
| 505 | 0 | |a Who to engage in the visioning? -- External perspectives -- The burning platform08 The evolution of identity -- The limitations of logic -- Identity -- Giving and receiving feedback -- Pace -- The alternative -- Values -- Dialogue and identityPart Three Power and politics -- 09 Power and politics -- Support from the top -- The limitations of positional power -- The executive team -- Middle management -- Power and politics in practice -- Taxonomies, models and toolsPart Four Themes -- 10 Authenticity -- Authenticity and identity -- Courage -- Sincerity and authenticity -- Meaning-making -- Authenticity and feedback11 Resistance to change -- Resistance to change and the emerging change model -- Sources of resistance -- Resistance as resource -- Reciprocal resistance -- People and buses -- Effective change agency12 Systemic thinking -- Systematic and systemic, complicated and complex -- The view from the balconies -- The emerging change model and systems thinkingPart Five Application | |
| 505 | 0 | |a 13 Case study: The emerging change model in practice -- The change programme -- Using the ECM14 Getting started -- A systemic approach -- Purpose -- Getting started15 Leadership -- Complexity and the role of practical judgement -- Strategy -- Authentic leadership -- Spotting the authentic leader -- 16 Building capability -- The role of the change agent -- Becoming more authentic -- Working with groups and teams -- Learning together -- Application -- A word on 70:20:1017 The role of coaching Leszczuk -- What is coaching? -- Systemic coaching -- Systemic coaching at work -- Coaching culture/change cultureReferences -- Index. | |
| 650 | 0 | |a Organizational change. |0 http://id.loc.gov/authorities/subjects/sh85095525 | |
| 650 | 0 | |a Organizational behavior. |0 http://id.loc.gov/authorities/subjects/sh85095524 | |
| 650 | 0 | |a Leadership. |0 http://id.loc.gov/authorities/subjects/sh85075480 | |
| 650 | 0 | |a Management. |0 http://id.loc.gov/authorities/subjects/sh85080336 | |
| 650 | 2 | |a Organizational Innovation |0 https://id.nlm.nih.gov/mesh/D009936 | |
| 650 | 2 | |a Leadership |0 https://id.nlm.nih.gov/mesh/D007857 | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 6 | |a Comportement organisationnel. | |
| 650 | 6 | |a Leadership. | |
| 650 | 6 | |a Gestion. | |
| 650 | 7 | |a management. |2 aat | |
| 650 | 7 | |a Management: leadership & motivation. |2 bicssc | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Leadership. |2 bisacsh | |
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| 650 | 7 | |a Leadership |2 fast | |
| 650 | 7 | |a Management |2 fast | |
| 650 | 7 | |a Organizational behavior |2 fast | |
| 650 | 7 | |a Organizational change |2 fast | |
| 650 | 7 | |a Management: leadership and motivation. |2 thema | |
| 650 | 7 | |a Business and Management. |2 ukslc | |
| 776 | 0 | 8 | |i Print version: |a Lawrence, Paul R., 1956- |t Leading change. |b 1st Edition |z 9780749471682 |w (DLC) 2014039525 |w (OCoLC)878024080 |
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Datensatz im Suchindex
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| adam_text | |
| any_adam_object | |
| author | Lawrence, Paul R., 1956- |
| author_GND | http://id.loc.gov/authorities/names/n2005023933 |
| author_facet | Lawrence, Paul R., 1956- |
| author_role | aut |
| author_sort | Lawrence, Paul R., 1956- |
| author_variant | p r l pr prl |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.8 .L384 2014eb |
| callnumber-search | HD58.8 .L384 2014eb |
| callnumber-sort | HD 258.8 L384 42014EB |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBU |
| contents | Machine generated contents note: Acknowledgements Introduction -- 01 The emerging change model -- Method -- Results -- Exploring the ECM -- The ECM as a reflective frameworkPart One Reflective dialogue in action -- 02 Dialogue and communication -- Communicate, communicate, communicate? -- Communication, monologue and dialogue -- Getting out and about -- Barriers to dialogue03 Listening -- Different ways of listening -- Listen first -- Authentic curiosity -- Listening to ourselves -- Seeking feedback04 Voicing -- Great expectations -- Storytelling05 Reflection -- Reflection as abstraction -- Sucked in -- Reflection in practice -- Managing other's emotionsPart Two Perspective, purpose and identity -- 06 The evolution of perspective -- The paradoxical theory of change -- The significance of multiple perspectives -- Sharing perspectives -- Perspectives and purpose07 The evolution of purpose -- All visions are co-created -- Visions are dynamic -- The role of the change leader Who to engage in the visioning? -- External perspectives -- The burning platform08 The evolution of identity -- The limitations of logic -- Identity -- Giving and receiving feedback -- Pace -- The alternative -- Values -- Dialogue and identityPart Three Power and politics -- 09 Power and politics -- Support from the top -- The limitations of positional power -- The executive team -- Middle management -- Power and politics in practice -- Taxonomies, models and toolsPart Four Themes -- 10 Authenticity -- Authenticity and identity -- Courage -- Sincerity and authenticity -- Meaning-making -- Authenticity and feedback11 Resistance to change -- Resistance to change and the emerging change model -- Sources of resistance -- Resistance as resource -- Reciprocal resistance -- People and buses -- Effective change agency12 Systemic thinking -- Systematic and systemic, complicated and complex -- The view from the balconies -- The emerging change model and systems thinkingPart Five Application 13 Case study: The emerging change model in practice -- The change programme -- Using the ECM14 Getting started -- A systemic approach -- Purpose -- Getting started15 Leadership -- Complexity and the role of practical judgement -- Strategy -- Authentic leadership -- Spotting the authentic leader -- 16 Building capability -- The role of the change agent -- Becoming more authentic -- Working with groups and teams -- Learning together -- Application -- A word on 70:20:1017 The role of coaching Leszczuk -- What is coaching? -- Systemic coaching -- Systemic coaching at work -- Coaching culture/change cultureReferences -- Index. |
| ctrlnum | (OCoLC)897379145 |
| dewey-full | 658.4/092 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/092 |
| dewey-search | 658.4/092 |
| dewey-sort | 3658.4 292 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | First edition. |
| format | Electronic eBook |
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Seeking feedback04 Voicing -- Great expectations -- Storytelling05 Reflection -- Reflection as abstraction -- Sucked in -- Reflection in practice -- Managing other's emotionsPart Two Perspective, purpose and identity -- 06 The evolution of perspective -- The paradoxical theory of change -- The significance of multiple perspectives -- Sharing perspectives -- Perspectives and purpose07 The evolution of purpose -- All visions are co-created -- Visions are dynamic -- The role of the change leader</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">Who to engage in the visioning? -- External perspectives -- The burning platform08 The evolution of identity -- The limitations of logic -- Identity -- Giving and receiving feedback -- Pace -- The alternative -- Values -- Dialogue and identityPart Three Power and politics -- 09 Power and politics -- Support from the top -- The limitations of positional power -- The executive team -- Middle management -- Power and 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| id | ZDB-4-EBU-ocn897379145 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-26T14:49:17Z |
| institution | BVB |
| isbn | 9780749471699 0749471697 |
| language | English |
| oclc_num | 897379145 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource |
| psigel | ZDB-4-EBU |
| publishDate | 2014 |
| publishDateSearch | 2014 |
| publishDateSort | 2014 |
| publisher | Kogan Page, |
| record_format | marc |
| spelling | Lawrence, Paul R., 1956- author. https://id.oclc.org/worldcat/entity/E39PCjBkFJdFrbbD7fGqk7YycX http://id.loc.gov/authorities/names/n2005023933 Leading change : how successful leaders approach change management / Paul Lawrence. First edition. Philadelphia, PA : Kogan Page, 2014. 1 online resource text txt rdacontent computer c rdamedia online resource cr rdacarrier "It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team will come up with a vision and then succeed in persuading the rest of the organization to follow, and that people will happily embrace change without being afforded the opportunity to make their own meaning of that change. Leading Change offers an alternative. It provides a framework for change that opens opportunities for people within the organization to play a significant role in the process. Supported by academic research, and grounded with a range of examples and cases, the book offers a valuable approach to successful change management."-- Provided by publisher Includes bibliographical references and index. Print version record. Machine generated contents note: Acknowledgements Introduction -- 01 The emerging change model -- Method -- Results -- Exploring the ECM -- The ECM as a reflective frameworkPart One Reflective dialogue in action -- 02 Dialogue and communication -- Communicate, communicate, communicate? -- Communication, monologue and dialogue -- Getting out and about -- Barriers to dialogue03 Listening -- Different ways of listening -- Listen first -- Authentic curiosity -- Listening to ourselves -- Seeking feedback04 Voicing -- Great expectations -- Storytelling05 Reflection -- Reflection as abstraction -- Sucked in -- Reflection in practice -- Managing other's emotionsPart Two Perspective, purpose and identity -- 06 The evolution of perspective -- The paradoxical theory of change -- The significance of multiple perspectives -- Sharing perspectives -- Perspectives and purpose07 The evolution of purpose -- All visions are co-created -- Visions are dynamic -- The role of the change leader Who to engage in the visioning? -- External perspectives -- The burning platform08 The evolution of identity -- The limitations of logic -- Identity -- Giving and receiving feedback -- Pace -- The alternative -- Values -- Dialogue and identityPart Three Power and politics -- 09 Power and politics -- Support from the top -- The limitations of positional power -- The executive team -- Middle management -- Power and politics in practice -- Taxonomies, models and toolsPart Four Themes -- 10 Authenticity -- Authenticity and identity -- Courage -- Sincerity and authenticity -- Meaning-making -- Authenticity and feedback11 Resistance to change -- Resistance to change and the emerging change model -- Sources of resistance -- Resistance as resource -- Reciprocal resistance -- People and buses -- Effective change agency12 Systemic thinking -- Systematic and systemic, complicated and complex -- The view from the balconies -- The emerging change model and systems thinkingPart Five Application 13 Case study: The emerging change model in practice -- The change programme -- Using the ECM14 Getting started -- A systemic approach -- Purpose -- Getting started15 Leadership -- Complexity and the role of practical judgement -- Strategy -- Authentic leadership -- Spotting the authentic leader -- 16 Building capability -- The role of the change agent -- Becoming more authentic -- Working with groups and teams -- Learning together -- Application -- A word on 70:20:1017 The role of coaching Leszczuk -- What is coaching? -- Systemic coaching -- Systemic coaching at work -- Coaching culture/change cultureReferences -- Index. Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Leadership. http://id.loc.gov/authorities/subjects/sh85075480 Management. http://id.loc.gov/authorities/subjects/sh85080336 Organizational Innovation https://id.nlm.nih.gov/mesh/D009936 Leadership https://id.nlm.nih.gov/mesh/D007857 Changement organisationnel. Comportement organisationnel. Leadership. Gestion. management. aat Management: leadership & motivation. bicssc BUSINESS & ECONOMICS Organizational Behavior. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh Leadership fast Management fast Organizational behavior fast Organizational change fast Management: leadership and motivation. thema Business and Management. ukslc Print version: Lawrence, Paul R., 1956- Leading change. 1st Edition 9780749471682 (DLC) 2014039525 (OCoLC)878024080 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=920043 Volltext |
| spellingShingle | Lawrence, Paul R., 1956- Leading change : how successful leaders approach change management / Machine generated contents note: Acknowledgements Introduction -- 01 The emerging change model -- Method -- Results -- Exploring the ECM -- The ECM as a reflective frameworkPart One Reflective dialogue in action -- 02 Dialogue and communication -- Communicate, communicate, communicate? -- Communication, monologue and dialogue -- Getting out and about -- Barriers to dialogue03 Listening -- Different ways of listening -- Listen first -- Authentic curiosity -- Listening to ourselves -- Seeking feedback04 Voicing -- Great expectations -- Storytelling05 Reflection -- Reflection as abstraction -- Sucked in -- Reflection in practice -- Managing other's emotionsPart Two Perspective, purpose and identity -- 06 The evolution of perspective -- The paradoxical theory of change -- The significance of multiple perspectives -- Sharing perspectives -- Perspectives and purpose07 The evolution of purpose -- All visions are co-created -- Visions are dynamic -- The role of the change leader Who to engage in the visioning? -- External perspectives -- The burning platform08 The evolution of identity -- The limitations of logic -- Identity -- Giving and receiving feedback -- Pace -- The alternative -- Values -- Dialogue and identityPart Three Power and politics -- 09 Power and politics -- Support from the top -- The limitations of positional power -- The executive team -- Middle management -- Power and politics in practice -- Taxonomies, models and toolsPart Four Themes -- 10 Authenticity -- Authenticity and identity -- Courage -- Sincerity and authenticity -- Meaning-making -- Authenticity and feedback11 Resistance to change -- Resistance to change and the emerging change model -- Sources of resistance -- Resistance as resource -- Reciprocal resistance -- People and buses -- Effective change agency12 Systemic thinking -- Systematic and systemic, complicated and complex -- The view from the balconies -- The emerging change model and systems thinkingPart Five Application 13 Case study: The emerging change model in practice -- The change programme -- Using the ECM14 Getting started -- A systemic approach -- Purpose -- Getting started15 Leadership -- Complexity and the role of practical judgement -- Strategy -- Authentic leadership -- Spotting the authentic leader -- 16 Building capability -- The role of the change agent -- Becoming more authentic -- Working with groups and teams -- Learning together -- Application -- A word on 70:20:1017 The role of coaching Leszczuk -- What is coaching? -- Systemic coaching -- Systemic coaching at work -- Coaching culture/change cultureReferences -- Index. Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Leadership. http://id.loc.gov/authorities/subjects/sh85075480 Management. http://id.loc.gov/authorities/subjects/sh85080336 Organizational Innovation https://id.nlm.nih.gov/mesh/D009936 Leadership https://id.nlm.nih.gov/mesh/D007857 Changement organisationnel. Comportement organisationnel. Leadership. Gestion. management. aat Management: leadership & motivation. bicssc BUSINESS & ECONOMICS Organizational Behavior. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh Leadership fast Management fast Organizational behavior fast Organizational change fast Management: leadership and motivation. thema Business and Management. ukslc |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85095525 http://id.loc.gov/authorities/subjects/sh85095524 http://id.loc.gov/authorities/subjects/sh85075480 http://id.loc.gov/authorities/subjects/sh85080336 https://id.nlm.nih.gov/mesh/D009936 https://id.nlm.nih.gov/mesh/D007857 |
| title | Leading change : how successful leaders approach change management / |
| title_auth | Leading change : how successful leaders approach change management / |
| title_exact_search | Leading change : how successful leaders approach change management / |
| title_full | Leading change : how successful leaders approach change management / Paul Lawrence. |
| title_fullStr | Leading change : how successful leaders approach change management / Paul Lawrence. |
| title_full_unstemmed | Leading change : how successful leaders approach change management / Paul Lawrence. |
| title_short | Leading change : |
| title_sort | leading change how successful leaders approach change management |
| title_sub | how successful leaders approach change management / |
| topic | Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Leadership. http://id.loc.gov/authorities/subjects/sh85075480 Management. http://id.loc.gov/authorities/subjects/sh85080336 Organizational Innovation https://id.nlm.nih.gov/mesh/D009936 Leadership https://id.nlm.nih.gov/mesh/D007857 Changement organisationnel. Comportement organisationnel. Leadership. Gestion. management. aat Management: leadership & motivation. bicssc BUSINESS & ECONOMICS Organizational Behavior. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh Leadership fast Management fast Organizational behavior fast Organizational change fast Management: leadership and motivation. thema Business and Management. ukslc |
| topic_facet | Organizational change. Organizational behavior. Leadership. Management. Organizational Innovation Leadership Changement organisationnel. Comportement organisationnel. Gestion. management. Management: leadership & motivation. BUSINESS & ECONOMICS Organizational Behavior. BUSINESS & ECONOMICS Leadership. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Human Resources & Personnel Management. BUSINESS & ECONOMICS Organizational Development. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management Science. Management Organizational behavior Organizational change Management: leadership and motivation. Business and Management. |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=920043 |
| work_keys_str_mv | AT lawrencepaulr leadingchangehowsuccessfulleadersapproachchangemanagement |