With a failure rate of over 70%, organizational change is a daunting prospect for everyone involved - from the training and performance improvement professionals responsible for implementing the change to the employees whose jobs will be affected. But large-scale change efforts can be successful, and they can prove instrumental in helping organizations achieve their strategic business goals.
Conquering Organizational Change takes a research-based look at the real reasons why change fails or succeeds. The findings are the basis for:
- Ten practical strategies that can significantly improve the chances of conquering any type of organizational change
- Ten recovery tactics to help you revitalize failed or stalled change efforts
- Valuable tools and checklists detailing specific action steps, roles and responsibilities for key stakeholder groups
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"This book is a must-read for CEOs and their board of directors in any size business...It is a serious study of exactly what you need to do to take your business from humdrum to success."
Paul Tulenko, Scripps Howard News Service, December 2001
"Rather than viewing change management as the province of executives and management consultants, the authors define change broadly as the stuff that happens in many companies much of the time: business growth or contraction, new technology and new computer system implementation, process changes, mergers and acquisitions, and so on. As such, organizational change involves most everyone in the business world. And most everyone could benefit from this book's step-by-step guide to achieving change."
Edward Prewitt, CIO Magazine, December 2001
These consultants at Stractics Group deftly outline the entire process of large-scale structural changes such as mergers, downsizing and hiring freezes. They also cover possible triggers to change; training employees to do their jobs differently and judging the effectiveness of a change. Unfortunately, the case studies are lackluster, and the inadvertent or deliberate roles individual employees can play in sabotaging efforts at change are given extremely short shrift. but with countless checklists and lists of positive and negative factors that managers should keep in mind, it's a good, impartial resource for keeping projects on track and double-checking that steps have been followed.
Publishers Weekly, September 10, 2001
Contents: Organizational Change: A Risky Proposition
Why Change Fails or Succeeds
Change Management: A Tactical Perspective
Ten Tactics for Successful Change
Who, What, and When: Stakeholder Action Guides
Real World Case Studies
Reviving a Stalled Change Effort
The First Steps to Conquering Change
Survey on Implementing Organizational change
Research Data
Success Rates for Various Types of Organizational Change
Cross-Reference of Tactics to Positive and Negative Factors |
