Making Change Happen One Person at a Time. Assessing Change Capacity within Your Organisation
Charles H. Bishop AMACOM, New York, 2001
EDITORS NOTE:THIS IS A HIGHLY RELEVANT TOPIC AND BOOK. REMEMBER, EQUITY AND SKILL DEVELOPMENT CHANGES REPRESENT A MAJOR INTERVENTION (AND INVESTMENT) FOR MOST COMPANIES IN SOUTH AFRICA
In today's volatile business environment, effective change management is critical to the success of your company-but if you haven't got the right
people in the right positions, your change effort is almost certainly doomed to failure.
Making Change Happen One Person at a Time offers a refreshingly different approach to change management, based on a simple, eye-opening premise:
that organisational change happens one person at a time. In this down-to-earth guide, Charlie Bishop uses his unique "personal change capacity" model to show you how to identify and develop the people you can (or can't) count on to lead and facilitate change.
You'll learn how to spot A-players, who thrive in pivotal change positions;
B-players, happy to provide support and take on some new challenges;
C-players, solid performers, but not comfortable with change; and
D-players, whose resistance to change is so strong that the company may be better off without them.
Based on a proven, workplace-tested process developed by the author for major companies, Making Change Happen One Person at a Time also equips you to appraise the readiness of your whole organisation or department to support the change effort. Whether you are a senior executive, human resources professional, or operational manager, you can use this hands-on resource to:
< Put the right people in the right jobs to lead your organisation's change initiatives.
< Identify in advance the "weak links"-areas of vulnerability that could undermine your goals.
< Focus, accelerate, and align the actions of the leadership team to save valuable time and scarce organisation resources.
< Prepare your organisation to sustain itself over time by building change capability not as a singe event but an on-going skill that must be learned and fine-tuned.
< Create development and coaching plans that best match individual needs.
< Energise yourself and your staff to be proactive in the change process.
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