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The Change Catalyst : Successfully Instigating Sustainable Change.
The essential companion for delivering successful and sustainable change. 'The Change Catalyst is the most accessible, entertaining and insightful book on the subject I have read in many a year.' -- David Pitman, Global Partner, Boston Consulting Group 88% of change initiatives fail. The C...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newark :
John Wiley & Sons, Incorporated,
2017.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Intro
- Series Page
- Title Page
- Copyright
- Dedication
- Acknowledgements
- About the Author
- Introduction
- Part Zero: Change is Inevitable
- Part One: Why 88% of Change Initiatives Fail
- Chapter 1: People Don't Like Change
- #1 Reason Why People Resist Change: Fear of Failure
- #2 Reason Why People Resist Change: Fear of the Unknown
- #3 Reason Why People Resist Change: Fear of Blame
- #4 Reason Why People Resist Change: The Comfort of Victimhood
- The 'Victim' Triangle
- Escaping the Vicious Triangle
- #5 Reason Why People Resist Change: The Long-Term Gains Don't Seem to be Worth the Short-Term Pain
- #6 Reason Why People Resist Change: We Need Help but It is Nowhere to be Found, So We Give Up at the First Hurdle
- Chapter 2: Lack of Clarity Regarding What We are Trying to Achieve and Why
- Q1: 'What are We Trying to Achieve?'
- Clarity of Business Outcomes
- Realistic Outcomes
- Measurable Outcomes
- Q2: 'What Does Success Look Like?'
- Q3: 'Why Do We Need to Change?'
- Why is the Status Quo Not an Option?
- Q4: 'What is in It for Me?'
- Chapter 3: The Implications are not Fully Understood
- Chapter 4: An Obsession with Process over Outcomes
- Chapter 5: Inertia
- Chapter 6: The Project is Set Up to Fail
- Chapter 7: Poor Communications and Disingenuous Stakeholder Engagement
- Change Projects that Fail, Fail to Communicate Effectively
- Change Projects that Fail, Also Fail to Engage Genuinely with Their Stakeholders
- Chapter 8: We Forget that Emotions Trump Logic Every Time
- One Industry that Has Been Built Around the Fact that Our Emotions Rule Our Decisions is the World of Advertising
- The Economist Plays with Our Emotions!
- Scientific Evidence that Emotions Rule Our Decisions
- Emotional Commitment is Four Times Stronger than Rational Commitment
- What Does Motivate People?
- Chapter 9: A Change-averse Culture
- Chapter 10: The Leadership Doesn't Stay the Course
- Part Two: The Necessary Ingredients for Successful Change
- Chapter 11: A Change Catalyst to Drive Delivery
- The Difference between a Change Catalyst and a Programme Manager
- Should My Change Catalyst be Internal Or External?
- The Best of Both Worlds
- The Life of a Change Catalyst
- What is EQ?
- EQ is Far More Important than IQ When It Comes to Business
- Chapter 12: Clarity About What we are Trying to Achieve and Why
- Chapter 13: Detailed Understanding of the Implications of the Change
- Chapter 14: A Laser-like Focus on the Outcomes
- Chapter 15: A Change Process that Includes a 'Pause for Reflection'
- Chapter 16: Clear Governance and Thorough Planning
- Clear Governance
- A 'Change Catalyst' is Outcomes-Focused and Thrives in the Grey Areas
- Thorough Planning
- Chapter 17: Genuine Engagement with People at all Levels of the Organisation
- Effective Communications
- What is the Purpose of the Communication?
- Communicate Frequently and Regularly
- Remember that Communication is a Net-Sum Gain
- Listen
- Genuine Stakeholder Engagement
- Methods of Engagement
- Chapter 18: Identification of the Emotional Triggers
- Chapter 19: A Strong, Committed, Aligned and Unwavering Leadership Team
- Chapter 20: A Change-ready Culture
- Part Three: Culture Change
- Chapter 21: Cultural Intelligence
- The Four Components of Cultural Intelligence
- The Sources of Cultural Intelligence
- Head, Body and Heart
- Observing the Default Settings of Other Cultures
- Observing Your Own Default Settings
- Chapter 22: Instigating Change in a Foreign Culture
- Australia to England
- Translating for the Americans
- Nonverbal Communication in Asia
- Majilis-Style Decision-Making in the Middle East
- Learnings from Working in Foreign Lands.
- Chapter 23: Understanding Your Organisation's Culture
- Insight Via Culture Surveys
- Insight from Employee Focus Groups and Interviews
- Insight from Outside
- Chapter 24: Teaching People to Walk in the Rain
- A Company's Culture is How Its People Behave, Individually and in Teams
- Part Four: Getting Down to Business
- Chapter 25: Vision, Mission and Other Buzzwords
- To Vision Or Not to Vision?
- Mission
- Other Mission Variants
- Purpose
- Capabilities (a.k.a. 'What Do We Have to Excel at?')
- Behaviours
- Summary
- Chapter 26: Values Schmalues
- The 'Right' Values
- 'Real' Values
- Three Types of Values
- Chapter 27: What Does a Good Strategy Look Like?
- Utopia
- Stretch Targets
- Verbal Nonsense
- To-Do Lists
- Wish Lists
- Spreadsheets and Hockey Sticks
- 'What are the Components of a Good Strategy?'
- Chapter 28: It's the Delivery, Stupid! (Execution is Everything)
- Commit
- Engage Your People in Strategy Development
- Communicate Properly
- Develop a Robust Strategy Execution Plan
- Tier 1 is for the Leadership Team to Deliver
- Tier 2 is Owned by the Department Leadership Teams
- Chapter 29: Where Are Your Walls? (Organisation Design)
- Chapter 30: Overcoming Complacency (The Innovator's Dilemma)
- How to Overcome Complacency
- Chapter 31: What Does a Good Leader Look Like?
- Chapter 32: Building Extraordinary Leadership Teams
- The Main Ingredients to Building Extraordinary Leadership Teams
- Chapter 33: Your People
- The Nine-Box Grid
- Descriptions and Implications of Each Box
- New Employees/New to Role
- Don't be Afraid of Scoring People 'Low' in Terms of Either Potential Or Performance
- And Lastly, Embrace the Grid
- The Performance Choice Grid
- Chapter 34: Case Studies
- Chapter 35: The Change Toolbox
- Part Five: And Finally, Tell 'em What You Told 'em
- Index.