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Leading Successful Change:  8 Keys to Making Change Work

Book Description

We live in an era where constant change is the norm rather than the exception. Given globalization, increased competition, and constant technological turnover, no organization can run in place: change is not optional. However, the sad fact is that the vast majority of change efforts fail. As authors Gregory P. Shea and Cassie A. Solomon argue, they do not fail for a lack of trying or leadership. Chances are you have led or been part of a failed change. But why did it fail and how can the next change be successfully implemented?

In this essential guide, authors Gregory P. Shea and Cassie A. Solomon deal with the real reasons change efforts fail—and how that failure can be avoided. They argue that change—real change—means changes in behavior and that the work environment itself is the greatest obstacle to making behavioral change stick. They reveal a tested method for leading successful change, which they have developed over a combined 50 years of helping organizations do just that.

In Leading Successful Change, they share the 2 tenets for making successful change; how to create a scene that will provide a vision of the future; the 8 Levers of Change, a tried-and-true method for designing the work environment to support the changes; and how winning companies—from IKEA to a hospital near you—are successfully implementing change.

Change is not optional and it is difficult—but it is also not impossible. Shea and Solomon present a thorough, well-researched explanation of how to make change work.

Table of Contents

  1. Leading Successful Change
    1. Contents
    2. Introduction: Why Change Initiatives Fail
    3. Chapter One: So, You Say You Want a Revolution? Focus on Behavior and Change the Work Environment
      1. We’re Only Human
      2. Change Is All About the Lead Dog, Right?
      3. Think Environment
      4. Focus on Behavior
      5. Connecting Intent and Implementation
    4. Chapter Two: Make a Scene: Envision What You Want
      1. Lights, Cameras, Action
        1. Envision a Direction
          1. Start Big
          2. Focus on Intent
          3. Identify Critical Roles
        2. Focus on Behavior, Create a Scene
          1. Become the Screenwriter of Your Future
          2. Repeat
          3. Stay with It
          4. An Example of Scene Construction… In Situ
    5. Chapter Three: The 8 Levers of Change: Design the Work Environment
      1. Lever 1: Organization
      2. Lever 2: Workplace Design
      3. Lever 3: Task
      4. Lever 4: People
      5. Lever 5: Rewards
      6. Lever 6: Measurement
      7. Lever 7: Information Distribution
      8. Lever 8: Decision Allocation
      9. How Much to Change
      10. Putting It All Together: The Work Systems Model
        1. Figure 1: The Work Systems Model
    6. Chapter Four: It’s Not Just One and Done: The Work Systems Model in Action
      1. Introduction of New Technology at Lloyd’s of London
      2. Creating a Culture of Innovation at Whirlpool
      3. Really Big Change: TechnoServe and Industry-Level Change
      4. Change from the Bottom Up
      5. Sustaining Customer Service at Disney
      6. In Summary
    7. Chapter Five: When to Use the Work Systems Model
      1. Discipline for Change Initiatives
      2. Deciding to Proceed with a Change Initiative or Not
      3. Commitment to Change
      4. Sustainable Change
      5. The Connective Tissue That Gets Strategy Implemented
      6. An Antidote to Mergers and Acquisitions Failure
      7. A Practical Approach to Cultural Change
    8. Conclusion
    9. Acknowledgments
    10. About the Authors
    11. About Wharton Digital Press
    12. About The Wharton School
    13. Notes
      1. Introduction: Why Change Initiatives Fail
      2. Chapter One: So, You Say You Want a Revolution?
      3. Chapter Two: Make a Scene
      4. Chapter Three: The 8 Levers of Change
      5. Chapter Four: It’s Not Just One and Done
      6. Chapter Five: When to Use the Work Systems Model
      7. Conclusion