Changing the Way We Change: Gaining Control of Major Operational Change

Overview

Change is always a difficult and expensive proposition for any organization, and yet the ability to change - to adapt to rapidly shifting demands and developing technologies - is an essential ingredient for success in today's fast-paced business environment. Change is so important and so risky that it cannot be left to chance. This book offers a systematic plan of action for initiating, implementing, and dealing with change. Using a case study of a manufacturing organization's challenge to change its engineering ...
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Overview

Change is always a difficult and expensive proposition for any organization, and yet the ability to change - to adapt to rapidly shifting demands and developing technologies - is an essential ingredient for success in today's fast-paced business environment. Change is so important and so risky that it cannot be left to chance. This book offers a systematic plan of action for initiating, implementing, and dealing with change. Using a case study of a manufacturing organization's challenge to change its engineering processes, it gives you the practical knowledge and skills you need to implement change successfully for significant improvements in efficiency and quality. You will gain an in-depth understanding of all the critical change factors, including the process of change and its impact on people within an organization. You will learn how to cope with the "delta," the chaotic transitional stage between the status quo and the future, and will come to understand the role of change sponsors, agents, and targets. Numerous tools that facilitate change are discussed in detail, and a comprehensive example demonstrates how all of these factors come into play. Most important, you will develop a new perspective on change - not as a one-time phenomenon, but as a continual process of adaptation that can become an integral part of the way your organization operates.

Changing the Way We Change is the first book to provide the necessary tools to implement successful change in the engineering processes of manufacturing companies.

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Editorial Reviews

Booknews
Presents a systematic plan of action for initiating, implementing, and dealing with change, using as a case study a manufacturing organization's challenge to change its engineering process. Among the topics are the process of change and its impact on people, the chaotic transitional stage between the old and the new, and the role of change sponsors, agents, and targets. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780201633641
  • Publisher: Prentice Hall Professional Technical Reference
  • Publication date: 6/1/1995
  • Series: Engineering Process Improvement Series
  • Edition number: 1
  • Pages: 226
  • Product dimensions: 7.82 (w) x 9.72 (h) x 1.06 (d)

Read an Excerpt

PREFACE: I have been a student of change for many years. I have watched companies, governments, and individual people struggle with change. Change can cause pain, and it can bring great joy. Because change is becoming an increasing force in our lives, I am convinced that the companies, governments, and individuals who understand and cope with change will take us into the future. If this book helps, use it.

My knowledge of change and the change process comes from a rich variety of thinkers cited in the following pages. This knowledge has been expanded, challenged, and enhanced by the people and companies I have worked with over the years. The lines between the teacher and student are often blurred. That is as it should be: understanding change is a constantly changing process.

This book is written to share with you what I know about change and how it can be managed. For many of you, incorporating this understanding will require a change in the way you have managed change; for others it will validate and help to organize what you have learned from your own experiences. For everyone, it will be an opportunity to determine how your companies are going to deal with change in the future.

The body of knowledge about change can be best understood by looking at it as four elements. Those elements form the structure and organization of this book:

  • The process of change
  • The people in that process
  • The systems that support change
  • The planning to make change happen
To help you understand and relate to those key elements, I have looked at each from three different perspectives. Every chapter in the book is divided into three sections-a discussion of the keychange element, which is entitled Element of Change; a story about a company experiencing a major change and how it copes with each of these elements, entitled Real World Example; and a set of tools to help you deal with that element in your own origination, entitled Tools for Change.

Putting this learning into a book was a task made easier by several people. I cannot thank them enough for their insights, criticisms, and support. Heath Izenson came to me fresh out of the University of Michigan and changed me. He helped me to tighten up my writing style and, most important, he challenged my thinking about the whole change process. He continues to do that and often moves faster than I do to absorb and integrate new thinking about change. Heath has reminded me what change is like and I thank him for that.

My partner, John Karnatz, made great changes for himself and for LaMarsh & Associates as this manuscript was being prepared. Those changes also had a profound impact on my thinking about change and how to share my observations and knowledge with the reader. John, too, will continue to influence and challenge my thinking about change and I thank him also.

I also thank the following reviewers: Barry Bebb, William Bridges, Sandra Harrison, Gary Kissler, Craig Lundberg, Mark Michaels, Charles Savage, Michael Sheahan, Debbie Steffenson, John Wesner, Earl Young, and Herman Zwirn.

I am very grateful to Jennifer Joss of Addison-Wesley for her support and advice in the development of this book. Jennifer made sure that we worked as partners and always made me feel as though I had a great support system behind me as I struggled to find a way to help people understand how to make change happen.



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Table of Contents

Foreword.
Preface.
1. Introduction.
Change and Change Management. Instinctive versus Learned Change Management. A Prediction. A Prescription. Why Use Change Management? The Decision to Manage Change. A Competitive Edge. The Change Puzzle. How To Use This Book. Three Approaches to Understanding Change Management. Accountability and the Future.

PART ONE: THE CHANGE PROCESS: A JOURNEY WITHOUT END.


2. Starting at the End-The Future.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

3. Back to the Beginning-The Present.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

4. The Great Chasm-The Delta.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

PART TWO: THE PEOPLE PART OF THE CHANGE PROCESS.

Overlap and Schizophrenia.

5. Sponsors of Change.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

6. Change Agents.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

7. The Targets of Change.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

PART THREE: THE TOOLS OF CHANGE: THE CHANGE SYSTEMS.


8. The Communication System.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

9. The Learning System.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

10. The Reward and Reinforcement System.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

PART FOUR: PUTTING IT ALL TOGETHER.


11. A Strategy for Change Implementation.
I. Element of Change. II. Real World Example: Treetop Manufacturing Company. III. Tools for Change.

Epilogue.
Bibliography.
Appendix: Professional Associations.
Index.
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Preface

Preface

I have been a student of change for many years. I have watched companies, governments, and individual people struggle with change. Change can cause pain, and it can bring great joy. Because change is becoming an increasing force in our lives, I am convinced that the companies, governments, and individuals who understand and cope with change will take us into the future. If this book helps, use it.

My knowledge of change and the change process comes from a rich variety of thinkers cited in the following pages. This knowledge has been expanded, challenged, and enhanced by the people and companies I have worked with over the years. The lines between the teacher and student are often blurred. That is as it should be: understanding change is a constantly changing process.

This book is written to share with you what I know about change and how it can be managed. For many of you, incorporating this understanding will require a change in the way you have managed change; for others it will validate and help to organize what you have learned from your own experiences. For everyone, it will be an opportunity to determine how your companies are going to deal with change in the future.

The body of knowledge about change can be best understood by looking at it as four elements. Those elements form the structure and organization of this book:

  • The process of change
  • The people in that process
  • The systems that support change
  • The planning to make change happen

To help you understand and relate to those key elements, I have looked at each from three different perspectives. Every chapter in the book isinto three sections-a discussion of the key change element, which is entitled Element of Change; a story about a company experiencing a major change and how it copes with each of these elements, entitled Real World Example; and a set of tools to help you deal with that element in your own origination, entitled Tools for Change.

Read More Show Less

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