Checklist for Change: A Pragmatic Approach for Creating and Controlling Change

by Thomas R. Harvey

Overview

Now in Paper! Helpful examples from both the public and private sectors and from literature and history are presented in this outstanding volume for superintendents, central-office administrators, and corporate managers involved in the change process.

Product Details

ISBN-13:	9780810842939
Publisher:	R&L Education
Publication date:	03/20/2002
Series:	Scarecrow Education Book
Edition description:	Reprint
Pages:	186
Product dimensions:	6.08(w) x 9.06(h) x 0.61(d)

Table of Contents

	Preface	xi
Part I	Background for Change
1.	Introduction	3
	A Simple Process	3
	A Systematic Process	4
	A Step-by-Step Process	5
	Increased Chance for Success	5
	Long-Term Success	6
	Tone of the Book	6
	Organization of Chapters	7
2.	Twelve Pieces of Folk Wisdom about Change	9
1.	The Grass Is Always Greener on This Side of the Fence	9
2.	Guess What, Not Everyone Is Like Me	12
3.	Stress Is Fertile Ground for Success	14
4.	You Can't Make It If You Believe You're Faking It	15
5.	If They Haven't Bought It, They Aren't Going to Keep It	17
6.	Push Me and I'll Push You Back	18
7.	If You Want Change, Have a Party	20
8.	100 Proof Change, Like 100 Proof Whiskey, Is Hard to Stomach	21
9.	Change Is Loss	22
10.	You Learn to Walk Only by Taking Baby Steps	23
11.	To Err Is Not Only Human, But Divine	24
12.	Risk Is Not Russian Roulette	24
	Concluding Note	25
3.	Resistance to Change	27
	Paucity of Research Base	28
	Force Field Analysis	28
	Sources of Resistance	29
	Antidotes	38
	Concluding Note	40
4.	Crafting Strategies for Unfreezing	41
	Unfreezing	41
	Strategies for Strain	42
	Strategies for Potency	45
	Strategies for Valence	47
	Crafting the Overall Strategy	48
Part II	Performing Change
5.	Change Checklist	53
	Analysis	55
	Planning	70
	Implementation and Evaluation	81
	Summary	90
6.	Institutionalization of Change	107
	Fundamental Premise	107
	Planning and Preparation	108
	Timing	109
	Congruence with Mission	110
	Environmental Sensitivity	110
	Clarity and Simplicity	111
	Unpretentious Realism	112
	Sufficient, Not Indulgent Resources	113
	Strong, Central Leadership	114
	Reduced Individual Proprietary Interest	115
	Concluding Note	117
7.	How to Keep from Being a Victim of Change	119
	O.K. to Resist	120
	Reverse Change Strategies	121
	Exploit the Possibilities	122
	Lead the Parade	122
	Define Problem Ownership	123
	Call a Timeout Daily	123
	Have Fun	124
	Analyze for Congruency	124
	Concluding Note	125
Part III	Managing Change Teams
8.	Using Teams for Change	129
	Forming the Team	129
	Initiating the Team	131
	Knowledge about Change	132
	Providing Resources	132
9.	Directive Collaboration	137
	Advantages of Directive Management	137
	Advantages of Collaborative Management	138
	Combining the Approaches	139
	Directive Collaboration Step by Step	140
	Applying Directive Collaboration	145
	Reflections on the Process	147
10.	Infusing Change into Organizational Systems	149
	Evaluation	149
	Budgeting	151
	Strategic Planning	153
	Education Reform	155
	Concluding Note	157
11.	Toward Becoming an Artisan of Change	159
	In Retrospect	159
	Four Caveats	160
Appendix A	Cited Exercises	165
Appendix B	Change Checklist	169
	References and Resources	171
	Index	175

Editorial Reviews

Superintendents, central-office administrators, and corporate managers will feel comfortable with Harvey's rich mix of examples from public and private sectors and from literature and history. Application of his insights will also increase their comfort level as they embark upon the change process.

School Administrator

Superintendents, central-office administrators, and corporate managers will feel comfortable with Harvey's rich mix of examples from public and private sectors and from literature and history. Application of his insights will also increase their comfort level as they embark upon the change process.--School Administrator

From the Publisher

In this management advice book, Harvey (University of La Verne) offers a step-by-step strategy for creating organizational change. His 20 steps pass through stages of analysis, planning, implementation, and evaluation, with an emphasis on accomplishing change through the work of teams. This is a reprint of a 1995 work published by Technomic Publishing. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Booknews