Download Beyond Change Management: How to Achieve Breakthrough by Dean Anderson, Linda Ackerman Anderson PDF

By Dean Anderson, Linda Ackerman Anderson

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Additional resources for Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership, 2nd edition (J-B-O-D (Organizational Development))

Sample text

Let’s start now with the basic model of what successful change leaders must attend to in order to achieve extraordinary results. 3). Content refers to what about the organization needs to change, such as strategy, structure, systems, processes, technology, products, services, work practices, and so on. Content refers to the tangible aspects of the organization undergoing change, which are quite observable and reside in the external world we can all see. People refers to the human dynamics of change, including behaviors, skills, emotions, minds et, c ulture, mo tivation, co mmunications, en gagement, r elationships, and politics.

All t hree a reas—content, p eople, a nd p rocess—must b e integrated into o ne unified c hange stra tegy t hat mo ves y our o rganization f rom w here i t is t oday t o where it chooses to be in the future. Organizations that take a piecemeal approach and s eparate t heir o rganizational a nd t echnical c hanges (co ntent) f rom t heir human and cultural changes (people) and run many separate unintegrated change processes fail miserably. But s eparating content change and people c hange is co mmon p ractice.

Strategic Discipline for Change: Not providing a strategic discipline for how to lead change across the organization—no enterprise change agenda, no common change methodology, and inadequate infrastructure to execute change successfully. 4. Misdiagnosing Scope: Misdiagnosing the scope of the change either in magnitude or by initiating only technological or organizational initiatives, and neglecting the cultural, mindset, and behavioral requirements. 5. Initiative Alignment and Integration: Running the change through multiple separate or competing initiatives rather than aligning all initiatives as one unified effort and ensuring the integration of plans, resources, and pace.

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