Change or Die: How to Transform Your Organization from the Inside Out

Change or Die: How to Transform Your Organization from the Inside Out

by M. David Dealy, Andrew R. Thomas, Andrew R. Thomas
     
 

For every business, the choice is stark: Change—or die. At any moment, fully two-thirds of America's companies claim to be in the midst of some type of organizational revamping, though most of these initiatives will fail. What many companies neglect to recognize is that organizational change needs to come from within, no matter how profound the external

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Overview

For every business, the choice is stark: Change—or die. At any moment, fully two-thirds of America's companies claim to be in the midst of some type of organizational revamping, though most of these initiatives will fail. What many companies neglect to recognize is that organizational change needs to come from within, no matter how profound the external forces. Positive change requires change agents throughout the organization—those individuals who can translate the strategic vision of leaders into pragmatic behavior. This book identifies the qualities of great change agents and how these skills can be mastered to serve as a catalyst for change throughout the organization. Illustrating these principles through examples from world-class organizations, Dealy and Thomas highlight the five key qualities of great change agents; they:
• challenge the status quo;
• stoke the fire of creativity;
• embrace the necessity of conflict;
• manage risk rather than avoid it; and
• develop new change agents. Bringing the process of change out of the realm of the analysts and consultants and to the front lines, the authors show you how to thrive in a world that demands nothing less than continuous change.

For every business, the choice is stark: Change—or die. At any moment, fully two-thirds of America's companies claim to be in the midst of some type of organizational revamping. We don't need research from the Harvard Business School (even though it has been conducted) to tell us that most of these initiatives will fail. The business landscape is littered with the carcasses of giants who were unable to adapt to change—Digital, Prime, Wang, and Polaroid, to name a few. What many companies fail to recognize is that organizational change needs to come from within, no matter how profound the external forces. Positive change requires change agents throughout the organization—those individuals who can translate the strategic vision of leaders into pragmatic behavior. They will be the early adopters of the new values, actions, and skills required by the company.

This book identifies the qualities of great change agents and how these skills can be mastered to serve as a catalyst for change throughout the organization. Illustrating these principles through examples from world-class organizations, Dealy and Thomas demonstrate the techniques for acquiring and executing those skills-and how corporate leaders can encourage and reward this behavior, creating a culture of risk-taking, innovation, and a focus on the future. From seasoned executives to entry-level employees, readers will learn that great change agents:
• challenge the status quo;
• stoke the fire of creativity;
• embrace the necessity of conflict;
• manage risk rather than avoid it; and
• develop new change agents. Bringing the process of change out of the realm of the analysts and consultants and to the front lines, the authors show you how to thrive in a world that demands nothing less than continuous change.

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Product Details

ISBN-13:
9780275984052
Publisher:
Greenwood Publishing Group, Incorporated
Publication date:
11/28/2005
Edition description:
New Edition
Pages:
112
Product dimensions:
6.00(w) x 9.40(h) x 0.60(d)

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Meet the Author

M. DAVID DEALY is Senior Vice President of Transportation for Burlington Northern Santa Fe Railroad. A twenty-five-year veteran of railroad management, he has served in top-level positions in operations and marketing throughout the industry, as well as on the boards of several companies and non-profits, including the National Alzheimer's Association. With Andrew Thomas, he is coauthor of Defining the Really Great Boss (Praeger, 2004).

ANDREW R. THOMAS is a professor of international business at the University of Akron and serves on the executive education faculties of Management Centre Europe, University of Pittsburgh, and Cleveland State University. He is the author of several books, including Aviation Insecurity and Global Manifest Destiny, and coauthor, with M. David Dealy, of Defining the Really Great Boss (Praeger, 2004).

Table of Contents

1The inevitability of change1
2The great change mistakes13
3The change agent solution27
4Great change agents challenge the status quo41
5Great change agents embrace the necessity of conflict51
6Great change agents manage risk, not avoid it59
7Great change agents stoke the fire of creativity73
8Great change agents develop new ones81
9Change expectations and the new MBA87

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