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The Change
Management Learning Center (Prosci) |
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After six years of research with over
1000 organizations, Prosci has released its new Change Management
Process. One of the most comprehensive resources on the web for
change management teams. Provides practical books, articles,
tutorials, benchmarking reports, change management toolkit,
guidelines, templates, checklists for change management teams and
consultants. :Archive |
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The Real Reason People Won't Change |
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Resistance to change does not
necessarily reflect opposition nor is it merely a result of
inertia. Instead, even as they hold a sincere commitment to
change, many people unwittingly apply productive energy toward a
hidden competing commitment. The resulting internal conflict
stalls the effort in what looks like resistance but is in fact a
kind of personal immunity to change. An employee may have an
unrecognized competing commitment to avoid the even tougher
assignment that might follow if delivers too successfully on the
task at hand. Without an understanding of competing commitments,
attempts to change employee behavior are virtually futile.
:Robert Kegan ; Lisa Laskow Lahey :Harvard Business Review
:Article
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Waking Up IBM: How a Gang of Unlikely Rebels
Transformed Big Blue. |
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Much of the credit for the IBM
turnaround goes to a small band of activists who built a bonfire
under IBM's rather broad behind. Together, building
simultaneously from the top and the bottom of the organization
through an ever-widening grassroots coalition of technicians and
executives, they put IBM on the Web and morphed it into an
e-business powerhouse. :Gary Hamel :Harvard Business School
Publishing. :8/1/2000 :Article
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Leading Change: Why Transformation Efforts
Fail |
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The change lessons that can be learned
will be relevant to more and more organizations as the business
environment becomes increasingly competitive in the coming
decade. One lesson is that change involves numerous phases that,
together, usually take a long time. Skipping steps creates only
an illusion of speed and never produces a satisfying result. A
second lesson is that critical mistakes in any of the phases can
have a devastating impact, slowing momentum and negating previous
gains. :John P. Kotter :Harvard Business Review :2/1/2000
:Article
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Managing for Value: It's Not Just About the
Numbers |
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In theory, value-based management
programs sound seductively simple. Putting VBM into practice
requires a great deal of patience, effort, and money. According
to the authors' study, companies that successfully use VBM
programs share five main characteristics. Properly applied, a VBM
program will put your company's profitability firmly on track.
That's because, the authors contend, the successful VBM program
is really about introducing fundamental changes to a big
company's culture. :Philippe C. Haspeslagh ; Tsutomu Noda ; Fares
Boulos :Harvard Business Review :7/1/2001 :Article
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Integration Managers: Special Leaders for Special
Times |
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Although the integration of an
acquired company with the parent organization is a delicate and
complicated process, traditionally no one has ever been
responsible for that process--for charting how the two companies
will combine their operations, for seeing to it that the
integration project meets its deadlines and performance targets,
and for educating the new people about the parent company and
vice versa. The authors determined that integration managers help
the merger process in four principal ways: they speed it up,
create a structure for it, forge social connections between the
two organizations, and help engineer short-term successes.
:Ronald N. Ashkenas ; Suzanne C. Francis :Harvard Business School
Publishing :12/1/2000 :Article
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Analysing and Realigning Organizational
Culture. |
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Presents a process developed by the
authors that can be used to help organizational leaders and
change agents make alignments between their 'espoused' and
'existing' organizational cultures. The immediacy of the changes
produced by 'tune-ups' can build trust and commitment to the
change process. The process can also initiate deeper change in
the form of rebuilds and replacements. Finally, the process
provides organizational leaders and members with a working mental
model of culture and its powerful effects on behaviour. :Kimberly
Buch & David Wetzel :Leadership & Organizational
Development Journal 22/1 2001 MCB University Press. :6/1/2001
:Article
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Harley's Leadership U-Turn |
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Rich Teerlink (CEO) saw the need for a
new kind of leadership--one far removed from the
command-and-control model that had carried it through its
turnaround. In this First Person account, Teerlink tells the
story of how difficult it was to make that shift. In a plan to
improve operations, he came up with an idea for a program he
hoped would motivate every employee, customer, and stakeholder.
The program, called gain sharing, would allow every employee to
share in the company's financial success. These initiatives--as
well as other efforts toward inclusiveness--have helped transform
Harley's culture and made it the success story it is today. :Rich
Teerlink :Harvard Business Review :7/1/2000 :Article
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Transition Leadership: A Guide to Leading Change
Initiatives |
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This Insight provides an overview of
critical change issues. It addresses issues of power, anxiety,
and control, as well as the establishment of a transition
structure, manager, and plan. It examines building and using an
integrated change agenda, and explores issues around
communicating change, and managing and monitoring healthy
attrition. :Mercer Delta Consulting LLC. :Mercer Delta Consulting
LLC. :6/1/2000 :Article
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Reshaping the Enterprise: Understanding the Dimensions of
Organizational Change |
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This Insight provides a broad overview
of various dimensions of organizational change and the widely
differing challenges they present to leaders. It provides some
general perspectives on how organizations work and how dynamics
are influenced by external forces and industry-wide patterns of
change. It also describes various categories of change that
organizations confront and delves deeply into the special
challenges of radical, or discontinuous, change. It concludes by
presenting a model for understanding and leading each phase of
the change cycle. :Mercer Delta Consulting LLC. :Mercer Delta
Consulting LLC. :6/1/1998 :Article
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Managing the Dynamics of Change: The Keys to Leading a Successful
Transition |
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This Mercer Delta Insight presents
tactical approaches to meeting the challenge of large scale
change including complex social dynamics. It reviews the concepts
of current, transition, and future states, and addresses issues
of power, anxiety, and control. The Insight concludes with twelve
action steps for managing the transition. :Mercer Delta
Consulting LLC. :Mercer Delta Consulting LLC. :6/1/1998
:Article
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The Leadership Challenge: How to Get Extraordinary
Things Done in Organizations. |
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Grounded in extensive research, The
Leadership Challenge captures the continuing interest in
leadership as a critical aspect of human organizations.
Demonstrates how visionary leaders keep accomplishing
extraordinary things. Addresses current challenges such as the
new cynicism, the electronic global village, and the shift to
team-oriented work relationships. :James M. Kouzes, Barry Z.
Posner :Jossey-Bass Publishers :6/1/1996 :Book |
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Time, temporal capability and planned
change. |
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Four ideal types of planned change
processes are proposed, each with distinct temporal and
nontemporal assumptions, and each associated with altering a
distinct organizational element. These types are commanding,
engineering, teaching, and socializing. I then argue that
large-scale change involves an alteration of multiple
organizational elements, thus requiring enactment of multiple
intervention ideal types. This requires change agents to display
temporal capability skills to effectively sequence, time, pace,
and combine various interventions. :Quy Nguyen Huy :Academy of
Management Review :10/1/2001 :Article
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Wharton Center for Leadership and Change
Management |
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Mission is to stimulate basic research
and practical application in the area of strategic leadership and
change management. Provides support for individual and
cross-disciplinary team-based research projects on organizational
leadership, strategy, and change; Sponsorship of periodic
conferences on leadership and change management for both
university scholars and company managers; Dissemination of
practical summaries of current research on leadership and change
to the academic and management communities through the monthly
electronic Wharton Leadership Digest and other avenues.
:Centre |
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Business Transformation Outsourcing: Partnering for
Radical Change |
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Business transformation outsourcing is
collaborative, risk- and gain-sharing relationships with
outsource business partners to drive enterprise transformation
and achieve significant performance improvements at speed. It is
not about cutting costs per se, or offloading non-core functions,
but about taking on the outsourcer as a business partner -
sharing both risks and rewards - to transform the critical
processes that can most radically change a company's way of doing
business at the enterprise level. :Jane C. Linder, Al Jacobson,
Matthew D. Breitfelder, Mark Arnold :Accenture :6/1/2001
:Article
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Merger & Acquisition Integration: A business
guide. |
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Most organisations approach business
change with a heavy emphasis on the rational aspects - the
business case, plans, resources, financial measures, and the
processes and systems that need adjustment. However, the internal
political and emotional aspects are magnified due to the high
levels of uncertainty and fluctuation associated with a
transaction which complicates the need to address differences in
corporate cultures, whether they be geographic, corporate or
functional in nature. The integration programme must be designed
to tackle these softer issues overtly and be an integral part of
the programme design and implementation. :KPMG Consulting :KPMG
Consulting :1/1/2002 :Article
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Managing the Human Aspects of IT Initiatives: Installation
vs Realization. |
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Most organizations do a relatively
good job of figuring our what must be done to solve their
problems or exploit their opportunities. The problem is that the
vast majority just don't implement their solutions very well. The
problem is that they spend their resources on installation rather
than on realizing the intended benefits. Only those organizations
that can cross the realization threshold will secure sustainable
competitive advantage from their IT investments. :Organizational
Development Resources :6/1/2001 :Article
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Prosci
Employee's Survival Guide to Change (ADKAR
model) |
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This diagnostic tool helps employees
understand where they are in the change process. As a manager,
you can use this tool to identify gaps in your change management
process and to provide effective coaching for your employees. The
ADKAR model can be used to: diagnose employee resistance, help
employees transition through the change process, create a
successful action plan for personal and professional advancement
during change & develop a change management plan for your
employees. :Prosci :Portal
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Commitment to Organizational Change: Extension of a
Three-Component Model |
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Three studies were conducted to test
the application of a three-component model of workplace
commitment in the context of employee commitment to
organizational change. Study 1, provided preliminary evidence for
the validity of newly developed Affective, Continuance, and
Normative Commitment to Change Scales. Studies 2 and 3, provided
further support for the validity of the three Commitment to
Change Scales, and demonstrated that (a) commitment to a change
is a better predictor of behavioral support for a change than is
organizational commitment, (b) affective and normative commitment
to a change are associated with higher levels of support than is
continuance commitment, and (c) the components of commitment
combine to predict behavior. :Lynne Herscovitch, John P. Meyer
:Journal of Applied Psychology :6/1/2002 :Article
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Leading at the Edge of Chaos: How to Create the
Nimble Organization |
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Conner delivers action steps for
instilling companies with the nimbleness and resilience needed to
survive and thrive in today's supervolatile markets. He also
introduces the revolutionary concept of human due diligence - the
human equivalent of financial due diligence - as an indispensable
tool for orchestrating major enterprisewide transitions using a
culture of change. :Daryl R. Connor :John Wiley & Sons
:1/1/1998 :Book |
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Organizational Development Resources, ODR |
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Organizations must respond to a
growing number of changes in how they conduct business, use
technology, treat employees, deal with customers, and more. Poor
execution of these changes can produce costly implications for
both the organization and the managers responsible for the
implementation. Failed initiatives can cost millions in wasted
human and fiscal resources and far more in lost opportunity. For
over two and a half decades, ODR has helped hundreds of
organizations effectively implement their change initiatives.
:Consulting |
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Corporate transformation without a
crisis |
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The authors suggest four conditions
that must be met if companies are to transform themselves in the
absence of a crisis, as well as techniques they can use to create
these conditions. Among the most powerful is the "transformation
story": a more practical, personal, and lasting way to build
commitment for change than the common "cascade" process. An
unsuccessful change effort can leave an organization less capable
than it was before and unlikely to attempt change again. Without
a crisis, prescriptive, top-down changes rarely work; instead,
executives must build the shared commitment that makes it
possible for an organization to endure setbacks. :Jonathan D. Day
and Michael Jung :McKinsey Quarterly :6/1/2000 :Article
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The Change
Management Resource Library |
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Complete bookstore for all published
books on managing change. Fully-indexed article library of online
material - right at your finger tips. Links to the best sites for
change management material and training :Archive |
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The Business Process Management Group |
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Founded in 1992, a global business
club exchanging ideas and best practice in change management.
Over 3000 members across all business sectors. Through case
studies, seminars and research, supports members in improving
their organisations work across business processes, information
technology and people. At the leading edge of thinking, this
community of users has developed a range of best practices,
models and methodologies to help you successfully implement
Business Process Management. :Association |
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The Corporate Culture Survival Guide: Sense and
Nonsense About Culture Change |
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Examines corporate culture on three
levels -- behaviors, values, and shared assumptions -- and shows
how each factors into change initiatives. Framed around the
questions managers ask most often, the book uses case studies to
show what successful change looks like and to demonstrate how you
can dismantle a dysfunctional culture. :Edgar H. Schein :Warren
Bennis Books/JosseyBass :9/1/1999 :Book |
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BizPlanIt |
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Business plan consulting firm
committed to providing high-quality free business plan resources
for the do-it-yourself business plan writer or project planner.
Business Plan Review provides insightful, candid and customized
suggestions you need to instantly improve your existing business
plan, and improve your chances of impressing those in the
investor community. Business planning tips, tools and advice from
experts who have prepared hundreds of business plans - you've
come to the right place. :Consulting |
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The Dynamics of Taking Charge |
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Through studies of actual cases of
manager succession, Gabarro isolates those factors that cause
managers to succeed or fail in new positions, including prior
experiences and support from superiors, and the steps involved in
mastering the situation. :John J. Gabarro :Harvard Business
School Publishing :3/1/2087 :Book |
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Organization
Development and Change (AoM) |
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Theory and innovative practice
relevant to organization change. Features newsletters, classic
articles, best papers, references, links, academic programs, and
teaching materials. Major topics include: change processes within
organizations, active intervention to improve their
effectiveness, scholarly studies of interventions; roles of
change agents; problems of self-awareness, responsibility and the
political consequences of OD theory and practice. :Centre |
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Helping employees embrace change |
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Managing change is the responsibility
of everyone in the corporation-from senior managers on down.
While a commitment to change on all levels of a company would be
ideal, an initiative can still get fairly good results if
employees on even one level act effectively to promote it.
Research on 40 large change initiatives suggests that
finger-pointing is beside the point, for employees on all levels
of an organization are important to the success of any change
initiative, and making employees on any level more accepting of
change will help to advance the cause. :Jeniffer LaClair and Ravi
Rao :McKinsey Quarterly :9/1/2002 :Article
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