The Change Leader's Roadmap How to Navigate Your Organization's Transformation

by Anderson, Linda Ackerman; Anderson, Dean

• ISBN13: 9780787956400
• ISBN10: 0787956406
• Format: Paperback
• Copyright: 2001-03-06
• Publisher: Pfeiffer & Co

Summary

Your roadmap to transforming an organization! In this companion volume to Beyond Change Management, the authors provide you with specific how-to guidance for putting their breakthrough change theory into practice, offering detailed tools, techniques, and step-by-step processes. The Change Leader's Roadmap--part of The Practicing Organization Development Series--provides the most comprehensive guidance available today for building transformational change strategy and designing and implementing successful transformation. The book gives you an extensive thinking discipline that helps you tailor the most effective change strategy and process plan for your specific organization, showing how to prioritize, integrate, and consolidate the multitude of human and organizational change initiatives that are required to support future success. In addition, you'll learn about key change support infrastructures that enable the organization to function effectively while it is undergoing its change. "A useful model with pragmatic guidelines and clear and explicit tools and techniques that will assist individuals and groups thinking through and effectively leading the process of change in their organizations." --John Carter, Ph.D., GIC Organization & Systems Development Center

Author Biography

LINDA S. ACKERMAN ANDERSON is the creator of The Leadership Breakthrough Program, which is Being First's hallmark process for changing leadership mindset and transforming culture in corporations. During the late 1970s and 1980s he did groundbreaking work on how to optimize personal performance through personal change, and is currently a thought leader in the field of Organization Transformation.

Table of Contents

List of Tables, Figures, and Exhibits	xiii
Foreword to the Series	xv
Introduction to the Series	xvii
Statement of the Board	xxi
Foreword	xxvii
Dedication	xxx
Preface	xxxi
Acknowledgments	xxxv
Introduction	1	(24)
Section One Upstream Change
Phase I: Prepare to Lead the Change: Start Up, Staff, and Create the Case for Change	25	(30)
Hearing the Wake-Up Call	26	(1)
Prepare to Lead the Change	27	(1)
Start Up and Staff the Change Effort	28	(11)
Create the Case for Change and Determine Your Initial Desired Outcomes	39	(11)
Summary	50	(1)
Consulting Questions for Activity I.A	50	(2)
Consulting Questions for Activity I.B	52	(3)
Phase I: Prepare to Lead the Change: Assess the Organization's Readiness and Build Capacity for Change	55	(20)
Assess the Organization's Readiness and Capacity to Succeed in the Change	55	(4)
Build Leaders' Capacity to Lead the Change	59	(12)
Summary	71	(1)
Consulting Questions for Activity I.C	71	(1)
Consulting Questions for Activity I.D	71	(4)
Phase I: Prepare to Lead the Change: Identify and Build the Infrastructure and Conditions to Support the Change Effort	75	(38)
Identify and Build the Infrastructure and Conditions to Support the Change Effort	76	(30)
Summary	106	(1)
Consulting Questions for Activity I.E	106	(7)
Phase I: Prepare to Lead the Change: Build the Change Strategy	113	(16)
Clarify the Overall Change Strategy	114	(10)
Summary	124	(1)
Consulting Questions for Activity I.F	124	(5)
Phase II: Create Organizational Vision, Commitment, and Capacity	129	(18)
Build Organizational Understanding of the Case for Change and the Change Strategy	130	(4)
Create Shared Vision and Commitment	134	(3)
Increase the Organization's Readiness and Capacity to Succeed in the Change	137	(4)
Demonstrate that the Old Way of Operating Is Gone	141	(2)
Summary	143	(1)
Consulting Questions for Activity II.A	143	(1)
Consulting Questions for Activity II.B	143	(1)
Consulting Questions for Activity II.C	144	(1)
Consulting Questions for Activity II.D	145	(2)
Phase III: Assess the Situation to Determine Design Requirements	147	(12)
Assess the Situation to Determine Design Requirements	148	(5)
Summary	153	(1)
Consulting Questions for Activity III.A	154	(5)
Section Two Midstream Change
Phase IV: Design the Desired State	159	(12)
Design the Desired State	160	(8)
Summary	168	(1)
Consulting Questions for Activity IV.A	168	(3)
Phase V: Analyze the Impact	171	(10)
Analyze the Impacts of the Desired State	173	(4)
Summary	177	(1)
Consulting Questions for Activity V.A	177	(4)
Phase VI: Plan and Organize for Implementation	181	(20)
Identify the Actions Required to Implement the Desired State and Develop the Implementation Master Plan	182	(9)
Prepare the Organization to Support Implementation	191	(5)
Summary	196	(1)
Consulting Questions for Activity VI.A	196	(1)
Consulting Questions for Activity VI.B	197	(4)
Section Three Downstream Change
Phase VII: Implement the Change	201	(10)
Implement the Change	202	(6)
Summary	208	(1)
Consulting Questions for Activity VII.A	208	(3)
Phase VIII: Celebrate and Integrate the New State	211	(12)
Declare, Celebrate, and Reward the Achievement of the Desired State	212	(1)
Support Integration and Mastery of the New State	213	(6)
Summary	219	(1)
Consulting Questions for Activity VIII.A	219	(1)
Consulting Questions for Activity VIII.B	220	(3)
Phase IX: Learn and Course Correct	223	(12)
Build a System to Refine and Continuously Improve the New State	224	(2)
Learn from the Change Process and Establish Best Practices for Change	226	(2)
Dismantle the Temporary Change Support Structures, Management Systems, Policies, and Roles	228	(3)
Summary	231	(1)
Consulting Questions for Activity IX.A	231	(1)
Consulting Questions for Activity IX.B	232	(1)
Consulting Questions for Activity IX.C	232	(3)
Section Four Leveraging the Change Process Model
Reactions to the Change Process Methodology	235	(12)
The Model as a Thinking Discipline	236	(1)
Developmental Stages for Learning the Change Process Methodology	236	(3)
Reactions to the Change Process Model	239	(4)
A Top-Down Versus a Multi-Directional Approach to Change	243	(3)
Summary	246	(1)
Opportunities for Leveraging the Change Process Methodology	247	(14)
Using the Change Process Model as an Operating System	248	(3)
Determining Who ``Owns'' the Change Process Model	251	(2)
Understanding the Just-in-Time Change Consulting Strategy	253	(5)
Accelerating the Change Process	258	(1)
Summary	259	(2)
Continuing the Journey to Conscious Transformation	261	(6)
Some Thoughts for Change Consultants	262	(1)
Some Thoughts for Leaders	263	(2)
Summary	265	(2)
Appendix: Phases, Activities, and Tasks of the Change Process Model	267	(8)
Bibliography	275	(10)
About the Authors	285	(4)
About the Editors	289	(4)
Index	293