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| Articles (Print and Online) |
- Beer, Michael, and Nitin Nohria. “Cracking the Code of Change.” Harvard Business Review, May/June 2000, pp. 133-141.
- Breen, Bill and Cheryl Dahle, “20/20 Change Agent: A Four-Point Plan for Bringing Clarity to Change”, Fast Company
Trying to turn around a giant insurance company is like trying to parallel park a battleship. Just ask Tom Valerio.
(www.fastcompany.com/online/30/toolbox5.html)
- Caudron, Shari, “Taking Charge of Change”, Businessfinancemag.com
Accepting and acknowledging worth is the foundation of successful change. Trust is the centerpiece of successful change. "People don't resist change," Land says, "they resist being changed.
(www.businessfinancemag.com/magazine/archives/article.html?articleID=4931)
- Christenson, James E., “CHANGE: What Should We Do With It?” Facilities Manager
(www.appa.org/FacilitiesManager/article.cfm?ItemNumber=466&parentid=207)
- Clemmer, Jim, “Change Management Can Lead to Rigidity and Resistance to Change”, ManagerWise.com
Beware of formal organization improvement or "change management" plans. Like strategic plans, organization improvement or change management plans can reduce an organization's effectiveness. They can lead to rigidity, bureaucracy, and resistance to change.
(www.managerwise.com/cgi-bin/frames.cgi?page=kbank/kb185.html&zone=kbank)
- Clemmer, Jim, “Embracing Change”, The Clemmer GroupEmbrace change by focusing on a vision, choosing your outlook, seeking authenticity, committing yourself with discipline and continue to grow and develop. (www.clemmer-group.com/excerpts/embracing_change.shtml)
- Heifetz, Ronald A., and Donald L. Laurie. “The Work of Leadership.” Harvard Business Review, December 2001, pp. 131-140.
- Henderson, Mark, “Battle-Scarred Reflections: Lessons Learned from the Front Lines of Organization Transformation”, ManagerWise.com
Those of you driving to make meaningful change happen in your organization, you will find some helpful hints you can draw from. Or maybe you'll simply take some small comfort that your fellow change champions have had similar learning experiences. (www.managerwise.com/cgi-bin/frames.cgi?page=kbank/kb98.html&zone=kbank)
- Hirschhorn, Larry. “Campaigning for Change.” Harvard Business Review, July 2002, pp. 98-104.
HRNext Editorial Team, “Fed up With Change in Your Organization?”, All-biz.com
Whether you're a CEO or mail clerk, a factory worker or a vice president of HR, you - like everyone else in Corporate America -- are undoubtedly familiar with Change Management.
(www.all-biz.com/newroot/zoom.asp?storyID=40487&szparent=163&action=display&SessionID=
269797&zoneID=163&infoType=Articles)
- Huy, Quy Nguyen, and Henry Mintzberg. “The Rhythm of Change.” MIT/Sloan Management Review, Summer 2003, pp. 79-84.
- Kent, Robert H. “Can Your Organization Thrive on Chaos?”, ManagerWise.com
The ability to implement change is determined by your formal organization, its structure, systems and procedures, and the skills of your employees, especially your management.
(www.managerwise.com/cgi-bin/frames.cgi?page=kbank/kb155.html&zone=kbank)
- Lauer, Robert A. and Mark F. Paulson, “Capacity to Change: Building a Capability to Enable Ongoing Success”. Accenture Consulting
For many organizations, the ability to change is at once critical and elusive; they are unable to transform themselves even in the face of dire need.
(www.accenture.com/)
- Levinson, Meridith, “Destructive Behavior”, CIO.com
Some executives like to conceive their company's future through strategic-planning exercises. Not Jack Welch. For him, strategic planning is too safe, too theoretical. Instead, Welch had his business units envision how the future could hurt them. He called the exercise Destroy Your Business (DYB).
(www.cio.com/archive/071500_destructive.html)
- McKee, Thomas W., “Building Successful Teams in the Midst of Transition”, ManagerWise.com
Great teams are made up of knowledge workers, who have a focused vision, believe in their mission, and empower each other
- with their initiative and skill development.
(www.managerwise.com/cgi-bin/frames.cgi?page=kbank//kb35.html&zone=kbank)
- Morgan, Nicholas, “9 Tips for Change Agents”, Fast Company
Turner's role at XBS is that of 'chief change agent.' Here are her nine lessons for would-be change agents.
(www.fastcompany.com/online/05/changetips.html)
- Muoio, Anna, “Companies Are People, Too” Fast Company
- Forget all the talk about corporate culture. It's time to analyze your company's personality. This diagnostic will help.
(www.fastcompany.com/online/36/rftf.html)
- Overby, Stephanie, “Corporate Angst”, CIO.com
Like individuals, organizations can become depressed, agitated and dysfunctional. Here's how one company that had a problem in authority dynamics fought its way back to health.
(www.cio.com/archive/040102/angst.html)
- Pfeifer, T; Schmitt, R, and Voight, T, “Managing Change: Quality Oriented Design of Strategic Change Processes”, TQM Magazine, Vol 17, No. 4, 2005, 297-308.
Looks at the shortcomings of existing approaches to managing change, in particular their inability to deal with the characteristics of continuous change. Develops a process for the management of strategic change, which also allows for the assessment of the quality and performance of the change process.
- Prewitt, Edward, “Disruption Is Good”, CIO.com
The Harvard Business School professor talks about how CIOs can recognize disruptive innovations and rally their companies to take action.
(www.cio.com/archive/040101/disruption.html)
- Prosci, “Best Practices in Change Management”, Learning Center Publications
288 companies share lessons learned in change management in this 2003 benchmarking study.
(www.change-management.com/best-practices-report.htm)
- Riches, Anne, “Culture - Are You Dancing with the Devil?”
It's difficult to bring about fundamental change in organizations unless the culture supports the change or, at least, can be altered to support the new initiatives.
(www.anneriches.com.au/devil.html)
- Roberto, MA and Levesque, LC, “The Art of Making Initiatives Stick,” MIT Sloan Management Review, Vol 46 No 4, Summer 2005, 53-60
The research set out to study how managers can design and implement corporate initiatives in ways that produce lasting change in the architecture and fabric of the organization. Finds that the seeds of effective change must be planted by embedding procedural and behavioral changes in an organization long before the initiative is launched.
- Sirkin, HL; Keenan, P and Jackson, A, “The Hard Side of Change Management,” Harvard Business Review, Vol 83, Iss 10, October 2005, 108-118
Many change management experts focus on the 'soft' factors of change management, such as culture and leadership. This article argues that whilst important, 'soft' factors alone will not bring about change. Hard elements, such as project duration and staffing requirements, are crucial.
- Starcevich, Matt M., Ph.D, “A Parable on Organization Change: Reducing Cycle Time with Large-Scale Technology”, Center for Coaching and Mentoring
A review of our new direction will be held at 2:00 PM, in the executive conference room. Reflecting on the memo you wonder what it will be this year. In previous years the "new direction" has been total quality, then re engineering, then the team concept.
(coachingandmentoring.com/Articles/largescale.html)
- Tanner, Pascale, R and Sternin, J, “Your Company’s Secret Change Agents,” Harvard Business Review, Vol. 83, Iss 5, May 2005, 72-81
Looks at a new approach to change management, which involves identifying indigenous sources of change and bringing these isolated success stories into the mainstream.
- Tichy, Noel, “Bob Knowling's Change Manual” Fast Company
If you're going to be a change agent, I think you come to a point where you no longer think of what you do as a change program.
(www.fastcompany.com/online/08/change2.html)
- Victor, P and Franckeiss, S, “The Five Dimensions of Change: An Integrated Approach to Strategic Organizational Change Management,” Strategic Change, Vol 11, No 1, January/February 2002, 35-42.
Proposes a cyclical model or approach to organizational change, called the Five Dimensions of Change.
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| Books |
- Abrahamson, E., Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout, Harvard Business School Press, 2004.
- Allen, RC, Guiding Change Journeys: A Synergistic Approach to Organizational Transformation, San Francisco: Jossey Bass, 2002.
- Anderson, Dean and Linda Ackerman Anderson, Beyond Change Management: Advanced Strategies for Today's Transformational Leaders
- Anderson, MC. Strategic Change: Fast Cycle Organization Development. London: Thomson Learning, 2000.
- Atkinson, Philip. How to Become a Change Master: Real-World Strategies for Achieving Change. Spiro Press, 2003.
- Cameron, Esther and Mike Green, Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change. 2004.
- Carnall, CA. Managing Change in Organizations, 4 th Edition.London: Pitman Publishing, 2003.
- Carr, David K. and Kelvin J. Hard, Managing the Change Process: A Field Book for Change Agents, Team Leaders, and Reengineering Managers. 1995.
- Carter, Louis, David Ulrich, and Marshall Goldsmith (Editors). Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership. 2004.
- Carter, Louis, David Ulrich, Marshall Goldsmith, and others. The Change Champion's Fieldguide: Strategies and Tools for Leading Change in Your Organization. 2003.
- Christenson, James E. Field Notes: Commentaries on Leadership and Facilities Management.
- Daniels, William R. and John G. Mathers, Change-ABLE Organization: Key Management Practices for Speed & Flexibility. 1997.
- Darwin, J, Johnson, P and McAuley, J. Developing Strategies for Change. Harlow: Prentice Hall, 2002.
- French, WL; Bell, CH and Zawacki, RA. Organization Development and Transformation: Managing Effective Change. 5 th edition. Boston: McGraw-Hill, 2000.
- Friday, Stormy. Organization Development for Facility Managers: Tracing the DNA of FM Organizations. 2003.
- Hayes, John. The Theory and Practice of Change Management. Palgrave MacMillan, 2002.
- Kanter, Rosabeth Moss, Barry A. Stein and Todd D. Jick. Challenge of Organizational Change: How Companies Experience It and Leaders Guide It. Free Press, 2003.
- Kotter, JP and DS Cohen. The Heart of Change: Real-Life Stories of How People Change their Organizations. Boston: Harvard Business School, 2002.
- Kotter, John P., James C. Collins, Richard Pascale, Jeanie Daniel Duck, Tracy Goss, Jerry I. Porras and Anthony Athos. Harvard Business Review on Change. Harvard Business School Press, 1998.
- Kotter, John P. Leading Change. Harvard Business School Press, 1996.
- Hiatt, Jeffrey M. and Timothy J. Creasey, Change Management. 2003.
- Johnson, Spencer and Kenneth H. Blanchard, Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life .1998.
- Managing Change and Transition. Harvard Business School Press, 2003.
- Poole, MS and AH Van de Ven (Editors). Handbook of Organizational Change and Innovation. Oxford: Oxford University Press, 2004.
- Senge, Peter M., Art Kleiner, Charlotte Roberts, George Roth, Richard Ross and Bryan Smith. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations. Currency/Doubleday, 1999.
- Watkins, JM and BJ Mohr, Appreciative Inquiry: Change at the Speed of Imaginatio. , San Francisco: Jossey Bass, 2001.
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