Book Description
From the most trusted voice on transition, a revised edition of the classic practical guide to dealing with the human side of organizational change.
The business world is a place of constant change, with stories of corporate mergers, layoffs, bankruptcy, and restructuring hitting the news every day. Yet as veteran consultant William Bridges maintains, the situational changes are not as difficult for companies to make as the psychological transitions. In the best-selling Managing Transitions, Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization.
Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by change. Managing Transitions addresses the fact that it is people who have to carry out the change. When the book was originally published a decade ago, Bridges was the first to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization. With new information and commentary on layoffs, corporate suspicion, and the increasing tumult in the business world, Managing Transitions remains the definitive guide to dealing with change.
Customer Reviews:
High rating for a textbook, but it deserves it........2007-08-11
I have had several textbooks in Management between an Undergraduate, Graduate and Business itself. This was no different in that I expected the same old stuff, but was very pleasantly surprised at the authors candor about our perceptions of business practices. It didn't mince words on several tactics used by management and explained why so much doesn't work. It got my attention and I continued my reading with far more interest. There really isn't anything more complimentary I can say than I intend to sell all other books to new students, excect this one which I will hang on to and reference.
great results from this book.......2007-07-06
This is a wonderful book. If you deal with people who need to change how they do their work you must read this book.
great, short, valuable.......2007-07-04
This is a great book for all people who deal with people that are dealing with change. I have found this book useful when being a change agent for a company, or just for management in my own company. Part of the value of this book is it describes the emotional aspect of change. People are not always (usually) logical. Emotions play a large part. Knowing how to deal with the emotional aspect of change is essential. This book gives you great insights in this area.
Managing Transitions by William Bridges.......2007-05-13
This book is great! I was/am dealing with some pretty significant transitions -- the sudden death of my 21 year-old daughter, and a major division re-org at an S&P 500 company. Several months earlier, my VP had mentioned the book and suggested that all of his direct reports to read it. I did and it really hit home.
The author does an excellent job of describing the emotional and organizational impact of change and the mechanics of the process we use to get through it. We use the same basic process to deal with all change -- personal and professional -- and it has been very helpful to understand how it works. There is also a section in the book about the life cycle of an organization and that was illuminating. The book provided some tools to help me make critical decisions.
I bought six copies of the book and have given them out to friends and co-workers.
Great ~.......2007-05-07
This was a great book and well needed. If your your in or responsible for transitions. This is for you - an eye opener to some great ideas and the author takes the reader to both sides of the good and bad involving the transitional process and how it should be done. Great insight!
Book Description
Organization Development and Transformation is a paperback collection of 46 readings that focuses on how people function with and within organizations, and how to make the working relationship function best. This edition includes coverage of classic OD articles, coverage of topics such as self-directed teams, centers of excellence, and learning organizations
Customer Reviews:
Excellent & expedient service.......2006-07-13
The textbook was brand new and was wrapped in cellophane. Class began the following week, and the book arrived that week-end which gave me enough time to complete assignments in a timely fashion.
Great Resource.......2005-10-10
I used this book in my MBA program. This is a very good resource. It is researched based with many articles that are relatively short and to the point.
A excellent collection of the classic readings........2000-12-24
The editors of the book have included in a single volume the classics. The articles include those authored by Kurt Lewin, Chris Argyris, Edgar Schein, Gareth Jones, C.K. Prahalad & Jeffrey Pfeffer besides many others. The latest edition published in 2000 include 16 new readings. Useful resource material for students of organisational behaviour and organisational change. The strategies described in some of the readings could be usefully applied in a variety of work settings. HR practioners and those in human resources development will find some of the articles valuable in crafting policies and renewal of training strategies. To sum it, in the words of the editors, "The field of organisation development is fun and exciting. We hope this anthology will convey some of that sense of excitement." I have discovered that sense of excitement when I read the articles in the book. I will continue to refer to them from time to time.
Book Description
Large Group Interventions are methods used to gather a whole system together to discuss and take action on the target agenda. That agenda varies from future plans, products, and services, to redesigning work, to discussion of troubling issues and problems. The Handbook of Large Group Methods takes the next step in demonstrating through a series of cases how Large Group Methods are currently being used to address twenty-first-century challenges in organizations and communities today, including:
- Working with widely dispersed organizations, and the problem of involvement and participation
- Working with organizations facing a serious business crisis
- Working with organizations in polarized and politicized environments
- Working in community settings with diverse interest groups
- Working at the global level and adapting these methods for cross-cultural use
- Embedding and sustaining new patterns of working together in organizations and communities
Customer Reviews:
The Handbook of Large Group Methods.......2007-09-12
Trust Alban and Bunker to use their social science prowess and rich professional experiences to create an eminently pragmatic handbook for leaders of systems change. To their credit, the entire construction of the book also employs the very principles espoused by the contributors: inclusion of stakeholders, engagement of multiple perspectives, search for common ground, transparency, and appreciation for diversity. After soliciting cases from around the world, the authors organized them into helpful categories of interventions around "six challenges for the 21st century" and added their views on the issues created by those challenges. These chapter inputs are perfect executive summaries for clients who are mired in these dilemmas daily and are looking for solutions and they will help introduce the large group engagement methods the consultant is offering. Also invaluable is the authors' matrix of each case that delineates the organizational sector, the situation addressed, and the methods used--truly makes the text handy.
Although the book stands on its own merits for the sophisticated organization consultant, reading their previous Large Group Interventions (Jossey Bass, 1997) would give the appropriate context for the creative adaptations of the original methods that their latest book so well describes. The Handbook has not only added new methods (Appreciative Inquiry Summit, World Café and AmericaSpeaks) but, more importantly, it describes combinations of traditional methods along with new twists which are thoroughly described. Appropriately, there is a greater reliance on engagement principles for a change process instead of previously prescribed recipes for events in their prior book.
The consultant contributors have been generous with details, for the most part, so that seasoned organization development consultants will feel comfortable employing these tested methods of engagement. On the other hand, there also could also be a warning sticker that reads: "Don't Try This Alone in your Ballroom!" because much of the success comes with years of experience working with diverse groups and learning what doesn't work. Partnering with such experts is the wisest way to dive into whole system change.
As a trainer of large group principles, I particularly appreciated the enhancement tools this handbook describes--Polarity Mapping (B. Johnson), Gestalt therapy, coaching theory, using professional actors for storytelling, graphic facilitation and more. I look forward to the 2017 iteration Bunker and Alban offer to keep us on our toes!
Elizabeth K. Olson
Preferred Futures, Inc.
Carlotta Tyler, OD Consultant and Executive Coach.......2007-03-18
This Handbook is a valuable, broad scope look at public and private sector systems currently engaged in change iniatitives around the world. Relatively free of jargon and untried theories, these field-tested case studies will appeal to a wide spectrum of readers from organization leaders and HR professionals to business school students. I came away with some important new ideas for my work and avoided a few pitfalls after reading the book.
An excellent combination of practice, theory and new ideas.......2007-02-03
Through the many cases presented, Barbara and Billie were able to present to the reader how the different Large Group Methods actually can be applied, and, specially, how they form part of a larger roadmap for systemic change. Interesting also how all cases have a reflections session, which is very usefull in giving actual or to-be practitioners concrete tips for implementation.
The combination of cases with theory about the methods and innovative ideas (for example, on the use of Technologies and Graphic facilitation)resulted in a superior learning experience and complements very well their first book ("Large Group Interventions: Engaging the Whole System for Rapid Change").
Last but not least, I was happy to note how there was a shift in attention from method to challenges that organizations or communities are facing - so a focus on impact and change. A book worth reading for those that are facing or will face large scale changes.
Substantive and Provocative.......2007-01-16
In the complex, interconnected, global environment that most organizations work in daily, it is no longer possible for a few people "at the top" of the organization to have all the knowledge, expertise, and perspective needed for its success. At NovaLearning, we have used large group methods with colleges and universities for about fifteen years. I have constantly seen how institutions become better -- more focused, more strategic, but also more humane -- as they incorporate ideas and insight from across the system into their operation. When Bunker and Alban's earlier book was published, I was delighted because it captured well the range of large group approaches that had developed by 1996. This new handbook goes much further.
These are substantive case studies exceptionally well framed by Bunker and Alban's insight and experience. The diverse case study authors are generous in sharing at a level of specificity that makes real learning from their experiences possible. Each chapter is organized around the presenting challenge, the context and methodology (and why chosen), a detailed description of what actually happened, and perhaps most importantly, a set of reflections and insights that give the reader the chance to share in the authors' learning. I also found valuable the examples of how the innovative use of communication technologies can provide new opportunities as well as sometimes create unexpected limitations. I strongly recommend The Handbook of Large Group Methods to consultants who use or want to use large group methods. Individual chapters will also be important and provocative for corporate, academic, social, and political leaders and change agents.
How These Methods Actually Work In Practice.......2007-01-08
The strength of this book lies in the fact that it not only provides methodologies and resources for creating change in organizations in the 21st century; but also identifies how these methodologies actually work in practice.
A series of case studies ranges from addressing business issues at American Airlines and the BBC to managing change in organizations in Mexico and Indonesia. The reader is taken on a journey by those individuals who were responsible for implementing large group methodologies in their respective organizations.
By reading about these success stories and the methodologies they employ, you will be able to develop a plan for you own organization that will ensure a higher level of success that would otherwise be possible.
Walter Willigan, President, Willigan Consulting LLC
Book Description
- Draws on the author's wealth of practical experience and emphasizes that the elements of change are interrelated, that they constitute a “Web of Change”: change one element and you must see what the impact will be on the others.
- Identifies and explains eight key elements of change.
- A way to measure change in each element and its affect on the others is presented on paper and through a computer program on an enclosed disk.
Customer Reviews:
Very informative.......2001-12-31
This book is extremely helpful and unlike any other organizational change book out there. I highly recommend it to anyone interested in the topic.
Author's Comments.......2001-08-08
This book addreses a market that has really not been tapped. There are many books out there about change but none that address it from a users perspective. This is a "how to do it" book that helps those of you tasked with the difficult process of change in your company to effectively address the issues and make the change process a success. As I say in Chapter 1, "it does more than start you on the road, it accompanies you on the journey." It is well worth your while to obatin a copy and use it as you go through the process.
Book Description
"Making Six Sigma Last is the most practical and helpful resource that I have seen on this subject. George's charisma and charm spill over into this interesting and entertaining book. Using one of George's many analogies, 'this is an upper-deck shot,' and combined with his first book should become the benchmark for Six Sigma learning."-Dan Porter, Chairman and CEO, Wells Fargo Financial
"An energetic, step-by-step exploration filled with interesting and entertaining examples of real-world business experiences. Making Six Sigma Last is a powerful action plan for managers!"-Guenter Bulk, Managing Director, GE Capital IT Solutions
Customer Reviews:
Starting is Much Easier Than Staying the Course: Here's How.......2001-12-06
There are several outstanding books on the general subject of Six Sigma and Eckes has written two of the best. Previously in The Six Sigma Revolution, he examined major corporations such as Motorola and GE in which Six Sigma programs really did create revolutions which continue as I compose this review. These are properly acclaimed successes. Of course, little (if any) attention has as yet been devoted to those organizations which initiated and then later abandoned Six Sigma programs. The reasons for doing so vary, of course, but most can be classified within two categories of resistance to change: cultural and technical. As O'Toole brilliantly explains in Leading Change, it is a formidable task to overcome what he characterizes as "the ideology of comfort and the tyranny of custom." In this volume, Eckes suggests all manner of strategies and tactics by which to overcome resistance and then sustain Six Sigma programs, once launched. Correctly, he stresses the importance to an organization of achieving a "balance" between its culture and its technology. Moreover, at a time when change is (literally) the only constant and occurring at an ever-increasing velocity, its is also a formidable challenge to maintain the proper balance of the two. For many years, I believed that most people fear change. I no longer believe that. Rather, I have become convinced that most people fear the unfamiliar. Hence the importance of constant and effective communication between and among everyone involved. Eckes suggests that this book will show his reader how to "Create the need for Six Sigma" but, in fact, the need probably exists already so there is a need to help everyone recognize that need and appreciate the importance of responding to it. Therefore, Eckes also shows his reader how to "Shape a vision of Six Sigma so that employees understand the desired results and new behaviors of a Six Sigma organization." Also, he shows the reader how to "Mobilize commitment to Six Sigma and overcome resistance" which is inevitable. Only then can any organization change its systems and structures "to support the new Six Sigma culture." Next: "Measure Six Sigma cultural acceptance" and "Develop Six Sigma leadership." All of these components are absolutely essential, difficult to integrate, and even more difficult to sustain in appropriate balance. In this volume, Eckes explains how and he does so with precision and eloquence.
In recent years, I have become more involved in Six Sigma or process improvement programs which vary somewhat in terms of their design and scope but all of which encountered several of the "pitfalls" which Eckes discusses in Chapter 8:
1. Feeling obligated to achieve quick success
2. Clogging up agendas with competing distractions
3. Having unrealistic time frames
4. Ignoring previous quality efforts
5. Conducting poor Six Sigma cultural planning and follow-through
6. Delegating (i.e. dumping) cultural development or seeing it as a one-time event
7. Not having appropriate cultural goals or objectives
8. Not allowing for unexpected interruptions
9. Allowing false or cosmetic positive readings to suggest authentic cultural transformation has been achieved
10. Underestimating resource allocation
Of course, whether or not involved with Six Sigma initiatives, any organization can experience some or even all of these "pitfalls." In this book, Eckes offers sound, street-smart advice on how to avoid them. Time and again, he places great emphasis on the importance of cultural values by which everyone involved in a Six Sigma can be guided and, when under duress, sustained. Herb Kelleher has this in mind whenever he explains what Southwest Airlines competitive advantage is: "Maintaining excellent customer service involves a process of getting people to understand the importance of it to them in their daily lives as well as in others'. We were a little concerned as we go bigger that maybe some of our early culture might be lost so we set up a culture committee whose only purpose is to keep the Southwest Airlines culture alive. Before people knew how to make fire, there was a fire watcher. Cave dwellers may have found a tree hit by lightning and brought fire back to the cave. Somebody had to make sure it kept going because if it went out, there would be serious problems. That cave dweller was the most important person in the tribe. I said to our culture committee, `You are our fire watchers, who make sure the fire does not go out. I think you are the most important committee at Southwest Airlines.' I really do believe that to be the case." This is precisely what Eckes means by "culture" in this book. For everyone in any organization already embarked on a Six Sigma program or now considering one, this is a "must read."
Making Six Sigma Last Is The Best Of Strategic Excellence!.......2001-11-24
The new book: Making Six Sigma Last, by Mr. George Eckes, is the the most comprehensive and excellent road map to reach corporate cultural excellence.
The previous book by Mr. Eckes: The Six Sigma Revolution, successfully teaches us the way to implement the tactical component of Six Sigma: process management excellence.
The current book is the only book to date that offers a complete process to achieve the key strategic component of Six Sigma: corporate cultural excellence.
Mr. Eckes has again produced an enjoyable, very enlightening and important Six Sigma book that is easy to read and comprehend.
It is perfect for corporate executives, managers, employees, consultants, quality practitioners, and students of best business practice.
Thank you for the opportunity to express my high regard for the outstanding book: Making Six Sigma Last.
Regards,
Marc St.James
November 24, 2001
Highly Recommended!.......2001-08-08
No one knows Six Sigma, which seeks near perfect customer satisfaction, like George Eckes, the consultant who literally wrote the book on it (The Six Sigma Revolution: How General Electric and Others Turned Process into Profits). In his second book, Eckes emphasizes the importance of molding organizational culture to generate broad acceptance of a Six Sigma initiative, using illustrative examples from his workshops. He describes ways to overcome internal resistance to change, to sell the program's benefits and to get key people as well as the masses on board. If you are launching a Six Sigma program, Eckes provides many specific suggestions of strategies you can employ. But because much of Eckes' wisdom can be applied more generally to organizational change efforts, we [...] recommend this insightful book to any executive, whether or not Six Sigma is your strategy of choice.
Best Book On How To: Create & Sustain a Six Sigma Culture.......2001-06-22
Think about it. Seriously think about it. What was the downfall of your quality endeavor? Your performance improvement plan? Your Six Sigma initiative? Was the wrong strategy used or was it the wrong tactical approach? Mostly likely it was neither your strategy nor your tactical approach. The failure was most likely do to people. Most likely your people hadn't really bought in. Buy-in from your people is necessary for an initiative such as Six Sigma to be successful. The people in your organization create your organizations' culture. How do you get cultural buy-in? How can you sustain that buy-in?
In the book Making Six Sigma Last, the author, George Eckes shows us how. Through heart-felt stories, humorous personal examples, and real business illustrations the author takes us through the process needed to create and sustain a culture that supports Six Sigma.
First we learn about Q x A = E. This powerful formula shows us that: "Q" Quality, the technical and strategic elements of a Six Sigma initiative, times "A" Cultural Acceptance, of the technical and strategic elements of Six Sigma, determines "E" the success of the Six Sigma process. Then, the author addresses resistance. We are reminded that it's a natural process for people to resist change. Eckes describes four types of resistance and offers specific strategies for overcoming each. The next chapters show how to sell it and then manage it. Now it's time to ask did it work? Did you get the cultural buy-in you were attempting? How do you know? In Making Six Sigma Last, Eckes offers a model that is used to measure the cultural acceptance within the organization or as Eckes says, "how well Six Sigma has been baked into the organization". Five case studies are used to illustrate these concepts. Then through profiles of leadership, the author shares real business examples of what worked, what didn't and why. Finally we learn how to sustain the culture that will support Six Sigma initiatives with the chapter on pitfalls: 10 things to avoid.
Making Six Sigma Last is an informative and easy read. It's effective and efficient, hallmarks of Six Sigma. The book leaves you inspired and hopeful that this stuff really can work. Don't start without it!
If you like the psychology of business, read this book.......2001-06-13
What I enjoyed most about this book was the applied "psychology of business" in other words, how to get people (organizations)to do what you want them to do and like it!
The book gives you answers to the "what if" questions that anyone trying to succeed in changing their corporate culture has. The examples and the personal tone of the book make it a fast, informative and easy read.
Amazon.com
The days of lifetime jobs and employee loyalty are over. Instead, competition and other market forces lead companies to lay off people, and employees to leave for the highest bidder, writes Peter Cappelli in The New Deal at Work. These changes in the workplace are making a salient impact on companies, employees, and the nation. For instance, companies are less likely to provide employee training and development, for fear employees will be poached by other firms. At the same time, companies are more apt to hire outside consultants than full-time employees, in order to stay competitive in a rapidly changing environment. This affects everything from national educational policy to employee morale to corporate management and payment principles, warns Cappelli, who is a Wharton School professor of management and codirector of the U.S. Department of Education's National Center on the Educational Quality of the Workforce. The book, well researched and filled with footnotes, provides historical perspective and insight for company leaders looking to manage the current economic reality. It's aimed primarily at managers, but anyone concerned about the nation's economic policies will gain some valuable insight. --Dan Ring
Book Description
In this thought-provoking book, the author argues that the relationship between employees and employers--an association that both defines and drives the American workplace--is in a state of profound transition. Organizations that once provided long-term job security and lifetime career development are abandoning these programs in favor of market-based employment transactions: short-term contracts, temporary staffing, and outsourcing. Peter Cappelli explores recent developments in employment relationships and causes us to rethink our long-held assumptions about managing people. He reveals that the new arrangement shifts many of the risks of business from employer to employee, as individuals must now assume responsibility for developing their own skills and careers. Yet when internal development programs are reduced or nonexistent, how can employers retain the employees they need and secure the commitment and specialized skills that so many projects demand? Cappelli's conclusions make for important and compelling reading for employees, managers, policy makers, and anyone concerned with the market forces that shape the American workplace.
Customer Reviews:
Insightful Analysis of Complex Trends.......2001-08-23
Cappelli's main idea -- that HRM is changing because the external marketplace is being brought into the firm -- really gets to the essence of changes in the employment relationship. Once you've read the first two chapters, you'll never think about HRM the same way again. However, I wish Cappelli had explored the complexity of labor markets and practices more deeply -- we really have a multi-model HRM now, rather than the "new deal" he outlines, and probably always will because of differences in product and labor markets and industries.
Insightful Reading.......2001-07-28
The New Deal explores the breaking of the structural ties that modern employees have with employer. It strives to explain the employee's basis for his association with his managers. A good read..no doubt.
A Wakeup Call for Middle Managers !.......2001-01-14
Cappelli provides an understanding of the changes in the social and psychological contracts between employees and their employers in todays world. I feel as if blinders have been removed from my eyes and that I now have the tools to understand the changing work environment and labor market of the new economy.
A must read for those in large companies that have existed longer than 40 years (or are over 40 years old themselves).
For for those who believe they have security and entitlement based upon their "knowledge of the company"... Here's a News Flash " Organizational man is dead ..."
Thanks Professor for the heads up !
Book Description
"Leading the Learning Organization" provides students, executives, and managers with vital resources to lead their organizations to higher levels of performance. Using examples from companies such as General Electric, IBM, Kodak, and ABB, "Leading the Learning Organization" integrates the latest advances in strategic change, managerial leadership, continuous improvement, and learning and development. Belasen provides insightful and provocative views of how high-performance leaders use organizational learning to achieve breakthrough performance. He strongly argues that managers who avoid questioning their operating premises today will find themselves without market share tomorrow. "Leading the Learning Organization" is an insightful examination of a variety of modern corporate issues, including adjusting to the marketplace; linking the value chain; living with corporate downsizing; leading self-managed teams; communicating, learning, and developing competencies; managing the value-based organization; and initiating transformational learning.
Customer Reviews:
Leadership Competency.......2007-10-05
Leading the Learning Organization is one of the first books I read as a graduate student and has remained a staple in my MBA library. As a high performance manager it is essential to understand the competing values framework (CVF). Belasen explores the contradictory, competing and conflicting expectations inherent in business and guides the reader to assess and then to integrate a flexible strategy into our own management paradigms.
As a leader dedicated to excellent service to the consumer, I agree with Belasen that the replacement of the old command structure with development of a committment culture is critical to sustainable 21st century leadership.
Excellent Book.......2000-01-02
I was impressed with the author's complete gasp of this difficult topic. This book is a must for any manager or would be manager. One of the finest books in the field and well worth the money.
Book Description
Conflict in the executive ranks often snakes its way down to the trenches, polarizing entire organizations and undermining morale, productivity, and corporate goals. But managed correctly, the passion that powers these conflicts can be turned into a high-performance fuel that transforms not just executive relationships but the mechanics of the whole company.
When Goliaths Clash shows how to treat conflict as a business issue, achieve positive outcomes from divisive relationships, and identify the different sources of conflict, from assumptions, values, and wants, to stylistic clashes and organizational conditions.
The book combines real-world strategies drawn from the author's consulting experience with the results of a 10-year survey of more than 300 executive teams. Packed with examples from companies like Johnson & Johnson, L'Oreal, Motorola, Phillip Morris, and more, this constructive book will help unlock horns -- and open the door to more productive relationships throughout entire organizations.
Customer Reviews:
Packed With Knowledge!.......2004-05-06
This book is built on the premise that a lot of companies have, metaphorically speaking, the head of a dead elephant sitting in their boardrooms. The dead elephant's head represents conflict, disagreement and rivalry between the executives themselves. No one wants to talk about the dead elephant's head, because no one wants to admit that it's there. Unfortunately, it's a big, ugly reality that must be addressed sooner or later, and everyone knows it. Author and consultant Howard M. Guttman maps out a process companies can use to deal more openly and honestly with internal conflicts. He begins with the premise that conflict isn't inherently bad and can even serve a productive purpose, if it's properly managed and conducted according to the rules. We strongly recommend this book to corporate executives - and to the worker bees who have to duck when those Goliaths in the corner offices start slinging rocks.
Great advice for senior and middle managers.......2003-05-20
When Goliaths Clash is full of great advice for managing confilict at the most senior levels of an organization. Since conflict is abundant at all levels in today's organization the same ideas can be applied to manage conflict at all levels. Gutman's advice to confront conflict, not avoid it, is valuable for all managers who want to move their organizations forward.
Practical, powerful, insightful.......2003-04-25
When Goliaths Clash was a practical and grounded guide to addressing issues prevalent in most leadership teams. Unlike other books of this nature, it was not academic or theoretical, but provided common sense advise on how leaders can identify and resolve problems that could be derailing their organization and preventing them from maximizing their effectiveness. I particularly liked the chapter on e mail; a new area of communication landmines and one that has actually exagerated the issues described in the book.
Pratical guide to deal with orginizational conflicts!.......2003-04-24
Great book! A structured insight into human behavior, different management styles and interactions in organizations. Describes real life situations and - more importantly - how to deal with them. Some very thought-full suggestions on how to interact with others at work as well as privately. A practical guide on organizational development and it's role to become more successful. Is easy to read and digest.
I'll certainly keep it close for reference when "Goliats clashes" in my company.
Insightful read for senior line, HR or OD executives.......2003-04-24
This book provides insight and understanding into the powerful dynamics of executive teams. The methodology, frameworks and practical tools are highly useful in creating a higher level of functioning for teams, starting at the top of the organization. Specific examples and case scenarios illustrate how these techniques have contributed to more fulfilling and productive work dynamics in several reknowned organizations. Focusing on the core skills of influencing and conflict resolution, as well as situational leadership, the book outlines a 'road map' for improving the effectiveness of senior teams and their individual players.
Book Description
Nursing Leadership and Management: A Practical Guide provides brief yet wide-ranging content on core leadership and management principles and applications. Written by an experienced leader in the nursing profession, the book addresses the challenges you face today in your interpersonal and therapeutic relationships. Current trends, such as the rise of the nurse entrepreneur and the use of magnet hospitals, are presented in a concise, inexpensive, and easy-to-understand format. Key terms, summary points, review questions, and critical thinking questions help you review and retain information. This compact, self-paced resource covers the same broad content areas as larger texts, but in a more succinct, economical, and logical format.
Book Description
This easy-to-read book distills three decades of research into 21 key ideas for managing and adapting to change. It is written for those who are experiencing change in their lives and organizations, and trying to understand the dynamics involved as well as how to cope.
Customer Reviews:
Great Book for Understanding Change.......2006-02-19
This is a great "first read" on dealing with and managing change. As a manager in a large company, I spend a lot of my time helping my managers and department adapt to a never-ending onslaught of changes that we are experiencing.
We have all read this book to get a basic understanding of how change is affecting us, how we tend to view change, and the dynamics of change play out. The book is easy and enjoable to read and really focuses on the individual, as opposed to the whole organization. I would highly recommend it if you are going through changes in your organization.
If You are Experiencing Change in Your Life.......2006-01-15
This book provides the best explanation of the dynamics of individual change and the importance of resilience of any of the dozen books I have read on this topic. Although the title says it is about change in organizations, it is also relevant for anyone going through change in any part of their life. It's very readable with good explanations and examples.
A Good Overview for the Individual.......2006-01-13
This book gives a good overview of the how change affects you and what you can do to adapt to various changes in your life. It's based on solid research and the authors know what they are talking about.
Table of Contents.......2004-05-04
********
FOREWORD by Daryl R. Conner
PART 1: ADAPTING TO CHANGE
1. Here Comes More Change
2. Why Change is So Challenging
3. Bouncing Back with Resilience
4. What is Your Change Quota?
5. Regaining Control
6. Anticipation is a Double-Edged Sword
7. Get Ready for Resistance
8. Are You Type-D or Type-O?
PART 2: SEVEN FACETS OF RESILIENCE
9. The Resilience Characteristics
10. Positive World View
11. Positive Self-Concept
12. Focused Sense of Purpose
13. Flexible Thinking
14. Social Flexibility
15. Organizing Ambiguity
16. Proactive Experimentation
PART 3: ENHANCING RESILIENCE
17. Developing Balance
18. Building a Resilience Development Plan
19. Resilient Teams
20. Working in a Nimble Organization
21. Living the Resilient Life
APPENDICES: Resilience Resources
What's Inside.......2004-05-04
Based on three decades of research - -
1. Learn Why Change is So Challenging.
2. Increase Awareness of Your Change Quota.
3. Discover the 7 Facets of Resilience.
4. Learn to Adapt with Agility.
5. Build Resilient Teams.
6. Thrive in a Nimble Organization.
7. 50 Ways to Enhance Your Resilience Now.
Books:
- Managing With Power: Politics and Influence in Organizations
- My Blue Heaven: Life and Politics in the Working-Class Suburbs of Los Angeles, 1920-1965 (Historical Studies of Urban America)
- Organization Change: Theory and Practice (Foundations for Organizational Science)
- Organizational Behavior: Foundations, Reality and Challenges (with InfoTrac®)
- Organizational Behavior: Managing People and Organizations (Student Text)
- Organizational Behavior Reader, The (8th Edition)
- Organizational Behaviour: Understanding and Managing Life at Work (6th Edition)
- Organizations Evolving
- Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions
- Paula Deen: It Ain't All About the Cookin'
Books Index
Books Home
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- Einstein: His Life and Universe
- A Hunger Like No Other
- The Epilepsies: Etiologies and Prevention
- The Geometry of the Word Problem for Finitely Generated Groups
- Watercolor Painting Outside the Lines: A Positive Approach to Negative Painting
- All American: Why I Believe in Football, God, and the War in Iraq
- Your Older Dog: A Complete Guide to Helping Your Dog Live a Longer and Healthier Life
- Handbook of Soils for Landscape Architects
- The Dessau Bauhaus Building 1926-1999
- Untitled
General
| Popular Economics
| Business & Investing
| Subjects
| Books
Transitions: Making Sense of Life's Changes
Leading Change
The Way of Transition: Embracing Life's Most Difficult Moments
Managing Change and Transition
The Heart of Change: Real-Life Stories of How People Change Their Organizations
