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Building a Better Path to Breakthrough, By Design Innovation is a process by which new ideas, services, and sources of value are brought to life. Yet approaches to the pursuit of innovation often rely on stale methodologies. Transformative innovation requires something else. Not just methodologies, but mindsets. Not just focusing on known challenges, but on unknown opportunities. Not just hoping for breakthrough by default, but realizing breakthrough by design. In The Breakthrough Manifesto, a renowned business innovation leader teams up with a social-personality psychologist to offer that something else—a collection of 10 visionary principles to obliterate barriers to change and ignite a whole new level of creative problem-solving. Drawing upon decades of experience working with the world's best-known organizations and their teams, the authors provide practical advice that goes beyond “business as usual” for successfully tackling intractable challenges. They'll show you how to: Silence your inner cynic and strip away old, fallacious assumptions as you embrace problem-solving anew Embrace experimentation, prototyping, and co-creation revealing new potential by making a mess together Challenge yourself and each other to test your own limits and expand your comfort zone Bursting with behavioral science, stories from the field, and pragmatic strategies, The Breakthrough Manifesto explores why these principles are critical for the current times and how they can spark breakthrough and unlock potential for you and your teams. Whether you're an executive or manager, product or service designer, educator or student, this book is a must-read for anyone inspired to change the world or transform their own place in it.

Discover practical and relevant insights from behavioral science you can apply immediately to manage change in your organization In The Dynamics of Business Behavior: An Evidence-Based Approach to Managing Organizational Change, cognitive neuropsychologist Philip Jordanov and entrepreneur Beirem Ben Barrah deliver an eye-opening new treatment of how to create organizational change with an evidence-based approach. The book includes interviews with more than 40 industry professionals across 15 sectors from companies like Johnson & Johnson and the three biggest Dutch banks discussing change approaches, challenges, and interventions to help bridge the gap between theory and practice. Readers will find useful step-by-step guides on eighteen interventions for six change areas, including psychological safety for stakeholder engagement and re-anchoring for leadership support. This book also discusses: The importance of strategic planning and risk management in DEI efforts through surveys and focus groups, yearly health scans, and qualitative and quantitative data The most common myths that leaders accidentally buy into as they guide their organizations Case studies of contemporary companies overcoming challenges using brain and behavior science A startlingly insightful and, at times, counterintuitive guide to implementing behavioral science in real-world organizations, The Dynamics of Business Behavior: An Evidence-Based Approach to Managing Organizational Change will earn a place on the bookshelves of managers, executives, directors, entrepreneurs, founders, marketers, department heads, salespeople, and other business leaders.

If you've had enough of the constant turbulence that defines corporate life today, you're not alone. Learn why change is bad for people and for business, and discover how to create the stability that we all need to thrive. For decades, “disruption” and “change” have been seen as essential to business growth and success. In this provocative and incisive book, leadership expert Ashley Goodall argues that what has become a sacred dogma is both wrong and harmful. Whether it's a merger or re-org or a new office layout, change has become the ultimate easy button for leaders, who pursue it with abandon, unleashing a torrent of disruption on employees. The result is what Goodall calls “life in the blender”—a perpetual cycle of upheaval, uncertainty, and unease. The problem with change, Goodall argues, is that a culture where everything from people to processes to strategic priorities are constantly in flux exerts a psychological toll that undermines motivation, productivity, and performance. And yet so accustomed are we to constant churn that we have become numb to its very real consequences. Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive.

Within The Craft of the Secure Base Coach, the authors take a new and combined approach to the professions of coaching and counselling to provide a guide for professionals wanting to better assist individuals and teams in periods of transition.Based on up-to-date scientific insights, and grounded in concepts from attachment theory, this book explores the themes of life transition based on the authors'own Transition Cycle model, and how professional coaches and counsellors can become a secure base for their clients during sometimes traumatic and transitional periods in their lives. Consisting of two parts, the first part of this book focuses on how to become a secure base coach, using case studies to illustrate how readers can affect real change with their clients when providing humanity and proximity to the professional relationship. The second part provides a more practical guide to working with individuals and groups, and how to apply the themes of the Transition Cycle to help with guiding transition.This will be a valuable resource for coaches, counsellors and therapists, as well as those currently in training. It will also be of use to leaders wishing to learn more about their coaching skills, as well as social workers and grief counsellors/therapists.

Klassische, über Jahre oder sogar Jahrzehnte erfolgreiche Organisationen geraten aus dem Tritt. Der Absatz und die Beliebtheit ihrer Produkte und Dienstleistungen scheint zu schwinden. Die Innovationkraft scheint nicht mehr vorhanden zu sein, obwohl sie doch alles wie früher machen. Sie bemerken nicht, dass sich das wirtschaftliche, soziale und kulturelle Umfeld verändert und versuchen diese Entfernung mit Produktverbesserungen zu kompensieren.Der Einsatz neuer heilsversprechender, meist agiler Methoden, scheint keinen messbaren Fortschritt zu bringen. Warum greifen Scrum, Kanban, Design Thinking nicht, wenn sie doch von ExpertInnen eingeführt werden? Warum steigert das nicht die Innovationsfähigkeit oder Fertigstellungsgeschwindigkeit? Warum werden die Organisationen in der Lieferung weder besser, noch schneller, noch beliebter? Wie baut sich eine solche adaptive, agile und stets handlungsfähige Organisation aber auf? Wie sind die Informationsstrukturen organisiert und was bedeutet Führung in einem solchen von New Work geprägten Kontext?Dieses Buch zeigt, dass eine pyramidale Organisation den Herausforderungen des Handels in der Wettbewerbs-getriebenen Wirtschaft nicht mehr fähig ist, und dass das Konzept der hierarchisch-gestalteten Aufbauorganisation ausgedient hat. Vielmehr zeigt es, dass eine Organisation wie ein Netzwerk funktionieren muss, mit kompetenten Entscheidungsstellen dort, wo die Entscheidungen anfallen. Ein Netzwerk kann leicht angepasst und re-organisiert werden und Veränderungen leicht berücksichtigen. Das Buch beschreibt, wie eine solche handlungsfähige Organisation aufgebaut ist und funktionieren kann und erklärt, wie man die Grundmuster in der eigenen Organisation selbst implementiert. Das Buch richtet sich an die Verantwortlichen der digitalen und agilen Transformation, deren Sponsoren, die ihre Organisation verändern wollen und alle in die Transition eingebundenen Agile Coaches, Agile Master und Agile Practitioner, diebereit sind einen Blick auf das große Ganze zu wagen.

The future is CLEAR; the future is AGILE. Clearly Agile is more than just a book on business agility. It's an essential guide for anyone aspiring to lead successfully in a fast-changing business world. Step into the future with confidence, equipped with the knowledge and tools to master the art of business agility and lead your organization to sustained success. ‘In Clearly Agile, Giles connects the dots of agility, guiding readers from the importance of leadership and mindset to team and enterprise agility... This book will leave you with actionable strategies to improve how your organization works – no matter what the future brings.'Laura M. Powers,Chief Executive Chief Executive Officer, Business Agility Institute.'Any leader who is hoping to evolve their organization in an agile enterprise will discover actionable and impactful insights in this book.'Scott Ambler, Co-creator of Disciplined Agile ‘Giles is well known as an excellent executive and agile coach. I am very pleased that he has shared his comprehensive knowledge in this excellent book. It covers a wide spectrum of guidance on business agility and is definitely worth a read.'Mark Lines, Co-creator of Disciplined Agile Giles Lindsay, CEO of Agile Delta Consulting, is a seasoned technology and Agile leader and coach with 25+ years of tech industry experience. Known for his strategic acumen in aligning technology with business goals, he has successfully scaled high-performing teams in both startups and leading enterprises, driving innovation and growth through his visionary approach and adept stakeholder management.

The high speed of technical and technological progress in combination with rapid social changes requires modern organizations to be able to react rapidly to changes in the environment. Naturally enough, organizations need to renew their products, technical equipment and technologies in order to not only survive, but also to advance in these conditions. But what is not less important, organizations need also deep changes in their philosophy, culture and strategy. But such changes do not happen per se, they have to be specially managed. In order to provide all mentioned changes the organization leadership needs in clear understanding the existing and desired states of organization as well as the methods of transition from existing to desired state. There are a tremendous number of books and articles representing various points of view on deep changes, but there is no one textbook which provides students and practical managers with an opportunity to learn about this issue from different points of view without spending a lot of time on searching and reading a great number of literary sources. The book is aimed to eliminate this shortcoming. Designed to be a hands-on resource it includes descriptions of the most popular approaches to planning and implementing deep changes. Meanwhile, the book is rather intended to make managers think, to assist them in their search for an individual way of changes than to provide them with a series of prescriptions on how to plan and to implement deep changes.

Here's how to make purposeful system change happen!The world faces a multitude of crises that demand transformative changes in how we live and do business. Yet a core question is...how to make purposeful transformation happen? Catalyzing Transformation shows the way through:Innovative organizing processes that anyone can use to catalyze purposeful whole system transformational change for a better world.How transformation catalysts work to organize purposeful, self-aware transformation systems that can tackle complex systemic challenges.Three processes—connecting (seeing, understanding, and making sense of the system), cohering (co-creatively developing shared goals and action plans), and amplifying (implementing, evaluating, and elaborating effective transformative action).Design guidelines for leaders stewarding change efforts in context-appropriate ways.Whether you catalyze social changer, responsible businesses, activists, policymakers, or students of change, Catalyzing Transformation can help!

How can organizations effectively navigate times of change? This book provides comprehensive guidance on adapting mindsets, structures and strategies to achieve success.Making Sense of Change Management is a classic text for beginners through to seasoned practitioners, which covers the theories and models of change management and connects them to workable techniques that organizations of all types and sizes can use to adapt to tough market and environment conditions. The updated sixth edition includes an introduction to emerging regenerative mindsets, change processes, and ways of doing and being that will help meet both the urgency and the longer term requirements for change in response to unfolding crises. The book also references the impact of climate change, COVID-19, and other interconnected crises, and illustrates how compassionate, sustainable leadership can positively impact the way change is managed in organizations, and therefore the outcomes for all.This definitive, bestselling text in the field shows how to succeed by changing strategies, structures, mindsets, behaviours and expectations of staff and managers. Supported by thoughtful and provocative questions at the end of each chapter, as well as checklists, tips and summaries to apply knowledge in practice, Making Sense of Change Management remains essential reading for both students and practitioners who are currently part of, or leading, a change initiative. Online resources include international case study question packs and lecture slides with further reflective questions.

In an era characterized by rapid economic developments, globalization, political shifts, cutting-edge technologies, and the ubiquitous dissemination of information, organizations face a pressing need to adapt to the ever-changing landscape. Recognizing the crucial role of effective leadership in driving organizational change, Managing Successful and Ethical Organizational Change delves into the essential skills and competencies required to undertake this formidable task. It emphasizes the importance of change in both personal and social spheres, highlighting its symbiotic relationship with innovation—a continuous process of development and reorganization that fosters the formation of new practices and results essential for business survival. Drawing from a systemic perspective, this book sheds light on the critical interplay between an organization's openness to change and its ability to implement successful transformations. It explores the various drivers of change, including both internal dynamics and external environmental influences, enabling readers to develop a comprehensive understanding of the forces at play. Within this context, the book delves into the multifaceted responsibilities of leaders in managing change effectively. Moreover, this book addresses the resistance commonly encountered during change initiatives, providing insights into overcoming obstacles, fostering employee satisfaction, nurturing interpersonal relationships, recognizing the contributions of individuals, and skillfully resolving conflicts within the change context. Given the inherent interdependence between organizations and their operating environments, this book underscores the necessity for businesses to continually adapt to survive in today's fiercely competitive arena. It elucidates the challenges faced by executives in meeting these demands and introduces specialized skills essential for mitigating resistance and successfully implementing transformative changes. The invaluable insights presented in Managing Successful and Ethical Organizational Change make it an indispensable resource for both public and private sector executives, as well as students and staff in educational institutions. Its comprehensive analysis, practical proposals, and scholarly approach position it as an essential tool for academics and professionals alike in the fields of organization and business administration.

Conclusively, resilience, education, financial inclusion, digital transformation, strategic partnerships, and particularly change management are needed when crises occur in order to save and advance organizational ecosystems and economies. Therefore, it is crucial to know about the ideation and processes of change management to improve companies'negative circumstances. Change Management During Unprecedented Times examines organizational change management through the lenses of research and innovative practices contained within the fields of leadership and organizational change. The book enlightens communities through the efforts of a research perspective that amplifies practice-based potential in applying theory, models, and frameworks to real-time issues. Covering topics such as technology, ethics, entrepreneurship, and communication, this reference work is ideal for business owners, managers, researchers, scholars, academicians, practitioners, instructors, and students.

In an era in which leadership and change management models, tools and development schemes based on soft skills constitute mainstream thought, it has become ever more necessary to develop a scientific and rigorous approach to the life of an organization that can overcome the challenges of different cultural approaches and socio-environmental limitations. In this ground-breaking new book, the author puts forward a universal model for designing an organization. The model is based upon first principles, theoretical properties as well as empirical approaches to organizational development so as to form a new model under the name of “Organizational Structuralism”. By deploying this new model, the author argues that organizations will be able to design a new organization from its foundations, improve and change fundamental organizational structures, define and fine-tune key performance indicators and enhance their competitive advantages. Additionally, the model proposed in this book will allow practitioners to be able to respond effectively and efficiently to every disruptive or non-continuous evolutionary change caused either by the digital transformation or by geopolitical of organizations.

‘Fascinating. Gomes provides a practical guide with an analysis of our mindset and the means to grow and strengthen it.'The Financial Times ‘Each chapter angles the mirror to your face slightly differently, allowing you to pause, reflect and reposition your mindset to succeed.'Will Page, author of Pivot and former Chief Economist of Spotify ‘Leading in a Non-linear World is a tour de force, drawing on the latest science of self-awareness to put forward clear-eyed, practical advice for how to live and lead in the 21st century.'Stephen Fleming, Professor of Cognitive Neuroscience, University College London ‘A fabulous and provocative read from one of our most inspirational thinkers on business and leadership.'Chris Hirst, Author of No Bullsh•t Leadership'Leading in a Non-Linear World enables us to refresh our understanding of the mindset and shifts the paradigm to meet new and unforeseen challenges. Bravo.'Amy Herman, bestselling author of Fixed and Visual Intelligence Unlock the full potential of your organization in a rapidly transforming world with this explosive resource Leading in a Non-Linear World: Building Wellbeing, Strategic and Innovation Mindsets for the Future, leads readers through a groundbreaking set of science-based strategies to help them face rising demand, uncertainty and change posed by disruptive technologies and seismic shifts in globalisation. The book shows how our mindset, more than our knowledge and expertise, has the potential to be our greatest asset in facing the future. Jean Gomes reviews the latest brain research revealing that our mindset is the interplay of feeling, thinking, and seeing, and how we can build it to significantly increase our wellbeing and performance. For over 30 years Jean Gomes has worked with many of the world's most successful leaders in the corporate and sporting world, helping them to harness the emerging science of mindset. His clients include Warner Music, Nike, Alexander McQueen, Stella McCartney, eBay, Coca-Cola, UK Sport, Condé Nast, Microsoft, Manchester City Football Club and BMW. He is co-author of the New York Times best seller; The Way We're Working Isn't Working and the founder and CEO of the research-based consultancy, Outside. Leading in a Non-Linear World provides readers with a new science-based definition of mindset and the tools to: Build and strengthen their mindset Increase their sustainability and wellbeing Understand and build the ultimate strategic mindset Learn how to create the mindset that's foundational to the success of the world's fastest growing companies How to build an open mindset that allows leaders to create flexible, adaptive cultures capable of naturally responding to change Perfect for CEOs, Chief Innovation Officers, business leaders, digital officers, and anyone in a managerial or supervisory role, Leading in a Non-Linear World shows leaders how to shift their thinking and realize explosive growth in a world that demands nothing less.

Today's radically complex problems require people to lead with design. Changemakers is an essential playbook for designers and nondesigners who want to drive change at work, at home, and in their communities. Groundbreaking designers Maria Giudice and Christopher Ireland—armed with insights from some of today's top minds in business, tech, and social justice—offer a pragmatic, people–centered approach to change. Who Should Read This Book? Changemakers can be designers, leaders, CEOs, tech people, project managers, product people—virtually anyone who wants to embrace and address change. This book will show them how to do it by clearly defining, studying, and addressing change as a design problem to be solved. Takeaways A new approach to change is emerging, and design is at the forefront of responding and provoking change. Purpose and passion are essential changemaker qualities. Change involves choosing the right problem and finding an entity open to change. This book will be your guide for creating and maintaining change in your organization—for you, your team, and your stakeholders. Leaders can design change and affect the world—this book will show them how to become that kind of leader. Each chapter has critical takeaways at the end of the chapter, summarizing important points. Each chapter gives the reader a list of extra sources to gain further knowledge.

Cet ouvrage offre une approche structurée de la conduite du changement. Les auteurs présentent un modèle opérationnel du changement autour de trois cycles principaux : le diagnostic, l'accompagnement et le pilotage.Pour chacun de ces cycles, ils présentent les méthodes et les outils nécessaires à la conduite des actions de changement : études d'impact, plan de communication, plan de formation, tableaux de bord, etc., et illustrent leurs propos par de nombreuses études de cas. Le changement agile y est aussi traité.Méthode incontournable, cette 5e édition est entièrement mise à jour et enrichie des apports de l'innovation managériale : comment, en modifiant sa pratique managériale, introduit-on le changement?

Document from the year 2023 in the subject Leadership and Human Resources - Leadership,, language: English, abstract: Retaining employees for the long term within the framework of change management processes is a challenging management task. In change management processes, a fundamental distinction must be made between incremental change management and radical change management. While incremental change happens continuously and is integrated into everyday work, radical change represents a strategic realignment of the company, which is predominantly associated with staff reductions and is intended to change the corporate culture. This is particularly true in the case of turnarounds, where cost-cutting programs play a crucial role in ensuring the long-term survival of the company. Employees are more willing to go along with incremental change, also known as continuous improvement, than with radical change, as these could also be affected by staff reductions. This stirs up fears among employees and therefore often leads to high turnover. Therefore, it is important for management to actively involve employees in the changes to empower them to act as change agents so that they can actively shape the change. To do this, it is crucial to identify the key personnel that a company cannot do without. The management and key personnel are given the task of actively accompanying the company's employees on the journey of change so that the company can grow sustainably again from a lower level after the strategic realignment so that the remaining employees have a prosperous future. Open communication and excellent transparency on the part of the management, which should also act as a unit, help to bring the employees along on the change journey in a targeted manner. However, experience has shown that 50% of all change management projects in the industry fail and 20% are implemented inadequately due to two crucial reasons, namely power struggles within management and resistance from employees. For this reason, it is imperative that a company's management team select a leadership coalition of similarly rational members who also have sufficient empathy to successfully manage the change management process, which must be done together with employees and should not be directed against them. The guiding coalition should develop a common strategic vision and practice a participative way of working involving everyone, since the goal of transformation is to change the thinking of employees, and transformation can only be brought about together with employees.

Every week thousands of leaders have to guide their teams through a change that they didn't initiate. They do what they can, but too often they feel unprepared and pressed for time. Needing to quickly get the word out, they announce the change through an email and hope for the best. If there's resistance, they increase the frequency and pressure in their messages. Not surprisingly, this rarely works. Dr. Elizabeth Moran is a self-described “change nerd” who guides some of the most successful companies in the world, and /Forward/ outlines her practical, communication-based approach, offering proven advice, actions, and tools to help team leaders navigate their own transformation challenges. Grounded in neuroscience and written with humor, this is the playbook leaders need, complete with beginning-to-end action steps, team and individual conversation guides, and a clear approach to measuring success. Specific chapters help readers tackle some of the toughest and yet most common transformation challenges happening today, like changes that involve job loss, and how to build long-term resilience.

#2 WALL STREET JOURNAL BESTSELLER, PUBLISHERS WEEKLY BESTSELLER, and a USA TODAY BESTSELLER“Andrew Liveris takes us on a masterclass in collaborative, forward-looking leadership.'— Richard Branson, Founder, The Virgin GroupIn Leading Through Disruption, Andrew Liveris provides a new leadership paradigm for resilience and agility in a rapidly changing world. This book is a must-read guide for leaders in various sectors who are keen on not only ensuring current success, but protecting the planet's future for everyone. Liveris, who was recently chosen to lead the Brisbane 2032 Olympic Organizing Committee and is former Chairman and CEO of The Dow Chemical Company, presents a variety of powerful tools that will enable you to tackle any problem quickly and responsively, with an eye to creating a more equitable, sustainable future. In these pages, you will learn how to:Create and use metrics that quantify the positive impact on all members of society.Collaborate with scientists, politicians, regulators, corporate boards, and other stakeholders to create effective policies that work.Broaden your company's focus to include both long-term sustainability and short-term profitability without sacrificing the former to gain the latter.Strengthen local communities via corporate investment and advocacy for the improvement of amenities and services for all.Hire team members who fully and proactively support strategies to improve the world and its future.Become a sought-after advisor on how to respond quickly and decisively to uncertainties. Andrew Liveris shares essential wisdom from his four decades of global leadership experience in business, government, academia, and civic society. His book is a powerful tool for any aspiring leader.Finalist for the 2023 Best Book Award for General Business and Management & Leadership

Fully revised and refined, this new edition of Institutional Theory and Organizational Change considers the developments in the field of institutional organization theory over the past decade. With each chapter being significantly updated, the book explains what the institutional organization approach means by bringing special attention to how the institutional environment is made up and how organizations are governed by it.Throughout the book, Staffan Furusten also brings attention to core concepts and arguments within institutional theory and presents them in an easily tangible model for understanding institutional pressure on organizations. New analysis featured in the book includes organizing beyond management and markets, organizational change through re-contextualization and institutional pressure through institutional elements. The examples presented in the book can be used as a navigation tool for additional learning about what the institutional environment consists of and what organizations can do to handle institutional demands.The second edition of this book is a lucid introduction to contemporary institutional organizational analysis and will be a key resource for undergraduate and postgraduate students in critical management studies, organizational studies, as well as managers and policy makers.

Whether you are running a multinational or just running a family, change is not like a game of Monopoly, where your piece saunters sedately around the board from start to finish. Instead, it is much more like a game of Ludo, where you can have a number of pieces on the board at the same time, some of which are moving and some of which are not! This is just like in real life, because not moving is also a form of change management. With many years of worldwide experience behind him, Yves Van Durme demonstrates how change can be much easier if you do not automatically regard it as a problem, but see it more as a question of the right mindset. In addition, you will learn more about his highly individualist views on leadership, in which the world of games is never far off. Whether you peruse the book from cover to cover or whether you just dip into it at random, by the end of your reading you will know exactly what kind of leader you are. You will also discover that change is really no more than child's play.

Grounded in the awareness that many public sector inefficiencies remain unsolved, Identity in the Public Sector presents a critical consideration of the interplay between public sector reforms and organizational changes across a variety of levels. Framing this issue and its importance within organizational and management studies, Andrea Tomo considers how organizational change is translated and experienced at the individual level, exposing why public employees often resist such projects. Building upon related literature for a better understanding and management of complex organizational change initiatives in the public sector, Tomo provides a more integrated picture of individual identity, emphasising the influence of cultural and context-specific factors, as well as their importance in policy-making processes, particularly their potential for improving the effectiveness of public administration. Offering insights for public management into a murky, often complex research area, Identity in the Public Sector provides a new theoretical and practical approach for the analysis and interpretation of the intersection between identity and public enterprises and services.

Be the Captain of Your Change Journey'...a must-read for those seeking to thrive in an increasingly dynamic world and for leaders who have teams that are experiencing change.'—Amazon review2023 OWL Awards Longlist in Business Management #1 New Release in Business Mentoring & Coaching, Decision-Making & Problem Solving, and Business ManagementWhile every change is unique, there is a predictable pattern to change. Understand that pattern, and you can turn change into opportunity!Change is inevitable. When unexpected or unwanted change disrupts well-established routines, personally and professionally, it's natural to wonder, “Who rocked the boat?” Unfortunately, that is exactly the wrong question to ask! Discover from the change experts with decades of experience at FranklinCovey how successful leaders engage people experiencing change and turn change into opportunity.FranklinCovey is the world leader in helping organizations achieve results that require collective behavior change. They have built a Change Model that demystifies the uncertainty of change and creates the opportunity to realize greater results, personal growth, and even innovation.A simple but profound business parable. Change: How to Turn Uncertainty Into Opportunity begins with a business parable that invites leaders to reflect on their own change journey and discover how their “crew” falls into a set of predicable patterns and reactions. Whatever the size or scope of the change you're facing, by following the story's Change Model you can confidently lead and chart a way forward knowing what will come next.Inside find:Concrete examples and step-by-step instructions on how to engage teams through the change processHow the Change Model makes change actionable and predictableHow to minimize the disruption of changeWhere most change initiatives fail and how to adaptIf you have read Who Moved My Cheese, Switch, Our Iceberg is Melting, or Managing Transitions, you will love this book.

You don't have to be a change manager to be managing change. Written for managers, HR and OD professionals, this practical guide tells you everything you need to know to support effective business transformation. Managing Change in Organizations provides practical tips and examples on how to manage the people side of change as well as advice on how to engage staff and support them during times of business flux and uncertainty. There is also expert advice on how to ensure that all change activity in the company is aligned with the overall business goals whether this affects people, practices or processes.There is also expert guidance for HR, OD and management professionals on how to manage staff expectations, communicate change effectively and prioritize wellbeing during times of change. It includes practical tools which explain how to develop everyday activities to support the workforce through noticing, checking-in and navigating. Informed by the author's experience with both public and private sector organizations. this book is crucial reading for all HR and OD professionals as well as line managers needing to manage change in their organizations.

Filled with stories of successful social change leadership in diverse contexts, this book demonstrates that the best change agents love the people involved most of all.Many people have experienced change trauma under leaders whose agenda was more important than anything—or anyone—else, so it is no wonder that change failure rates are often reported as 40% to 70%. There is another way: change leaders who work to solve some of the world's toughest problems realize that working with others is necessary to accomplishing a social change mission. This book shares the insights of those who lead social change in the non-profit sector, and shows how they catalyze the urgency for, connect people toward, and continue momentum for a desired change. Their stories reveal three interconnected dimensions of leading change: people (relationships for change), process (communicating for change), and purpose (the change mission). Ultimately, readers will learn that strengthening social capital (people), centering marginal voices (process), and aligning stakeholders to the change mission (purpose) are critical to the work of change agents who value relationships.Leveraging well-known models and elevating little-heard voices, this book flips the script of conventional leadership books by focusing on non-profit social change leaders rather than business titans. Students, managers, and leaders across sectors will value these new insights, along with a relationally focused process and strategy for leading change and practical tips and recommendations for implementation.

Managers often isolate their innovation teams, but wouldn't it be better to engage all the workers in innovation? This book describes a framework that makes innovation a daily consideration for all. It involves allowing a knowledge network to develop naturally which complements the existing organizational structure making it more organic. It fosters more extensive collaboration amongst workers to produce more imaginative solutions that maximize value. The workers are encouraged to consult one another spontaneously across their organization and beyond its traditional boundaries. Insightful and constructive exchanges stimulate their thinking making them creative partners. Unsuspected capabilities, ideas and value are revealed. Philippe Davidson describes creative deliberation techniques designed to maximize stakeholder value. The framework also makes organizations nimbler and more resilient to market changes. They become more sustainable in ever-changing conditions because learning and change become the norm. Innovation champions will find powerful arguments for introducing democratized innovation in their organizations. A wealth of practical techniques and handy tips for participative work-based training will help organizational trainers and facilitators to democratize innovation. Management consultants will find invaluable insights to advise their clients on innovation. Your workers are your organization's best agents of change - unleash their natural creativity!

How leaders can recast innovation's toughest trade-offs—efficiency vs. flexibility, consistency vs. change, product vs purpose—as productive tensions.Why is leading innovation in today's dynamic business environment so distressingly hit-or-miss? More than 90 percent of high-potential ventures don't reach their projected targets. Surveys show that 80 percent of executives consider innovation crucial to their growth strategy, but only 6 percent are satisfied with their innovation performance. Should leaders aim for Steve Jobs-level genius, shower their projects with resources, or lean in to luck and embrace uncertainty? None of the above, say Christopher Bingham and Rory McDonald. Drawing on cutting-edge research and probing interviews with hundreds of leaders across three continents, Bingham and McDonald find in Productive Tensions that the most effective leaders and successful innovators embrace the tensions that arise from competing aims: efficiency or flexibility? consistency or change? product or purpose? Bingham and McDonald spotlight eight critical tensions that every innovator must master, and they spell out, with dozens of detailed examples of both success and failure, how to navigate them. How do you excite customers about a product they've never imagined? When is it wise to accept what the data is telling you, and when should you ignore the data and plow forward anyway? How can you maintain stakeholders'trust and support during radical unforeseen course corrections? Bingham and McDonald guide readers through innovation's thorniest tensions, using examples drawn from the experience of organizations as varied as P&G, Instagram, the US military, Honda, In-N-Out Burger, Slack, Under Armour, and the snowboarding company Burton.

Every company faces challenges, but some are able to achieve long-term vitality while others flame out. What distinguishes a healthy, high-performing organization? Which ingredients, decisions, and values result in a business that is built for the long haul?Profitably Healthy Companies lays out ten essential principles of organizational development for sustained success. Bringing together practical and academic expertise, W. Warner Burke and Michael O'Malley detail proven methods for every organization at each level. They demonstrate why a focus on employee and community well-being is more likely to ensure lasting profitability than a single-minded focus on the bottom line. Burke and O'Malley explain the keys to company resilience, examining safeguards against decline and disaster as well as tools for generative renewal and growth. They show how organizational culture encourages optimal performance, flexible and adaptive corporate strategy, and employee motivation and commitment. The book emphasizes up-to-the-moment issues, such as how to center diversity and inclusion and the promise and pitfalls of remote work.Burke and O'Malley base their recommendations on research in organizational psychology as well as their own extensive consultative experience, providing a rich array of case studies and examples. Profitably Healthy Companies is a clear and authoritative guide for practitioners, leaders, and decision makers, synthesizing an all-inclusive treatment of organizational life with a comprehensive checklist of what organizations must do in order to thrive.

Explore diversity, equity, and inclusion that goes beyond unconscious bias and explores the ideas and tools needed to achieve these goals In The Elephant and the Mouse, award-winning speaker and diversity and inclusion expert Laura Liswood delivers a thought-provoking and insightful new business guide that explores workplace diversity and offers new ideas for gaining the real benefits from your diversity, equity, and inclusion initiatives. The Elephant and the Mouse refers to the dynamic in organizations that are roadblocks to consciously inclusive success. The Elephant, often dominant group leadership, knows little about the experiences of the Mouse, the non-dominant groups, while the Mouse knows so much more about the Elephant. In diverse workplaces, these two groups live in different worlds. Success will come only if everyone works in a true meritocracy. You learn what may be easy for some to do in their career is much harder for others to do. In this book, which builds upon Liswood's groundbreaking book, The Loudest Duck, you'll explore the powerful case for diversity, equity, and inclusion and the often-overlooked risks posed by a homogeneous workforce. You will learn the hard truths about why many DE&I efforts fail, millions of dollars are wasted, and why organizations confuse efforts with outcomes. You'll consider new ways of leading others, with a strong emphasis on tactics and strategies employed by successful Elephant and Mouse leaders, including women leaders. The book also includes: Realistic explanations for the slow progress in diversity, equity, inclusion and social justice in society and organizations Examinations of the concept and myths of meritocracy and how to conduct a Meritocracy Stress Test on your firm How organizations often have an illusion of inclusion but find their efforts not creating the inclusive, equitable teams they say they want How safety efforts can provide a roadmap for diversity missions An exploration of both the human interventions and non-human roles of technology in DE&I initiatives, including the use of people analytics to de-bias organizations What tools are needed to go beyond awareness of unconscious bias to de-bias processes and what traits the new Elephant and Mouse leader has An indispensable resource for managers, executives, and other business leaders who seek to recreate truly diverse, inclusive, and equitable organizations, The Elephant and the Mouse is also a must-read for human resources professionals, individuals who want successful careers in diverse teams, and anyone involved in the hiring, retaining, and promoting processes. This book offers a way to move beyond traditional diversity efforts towards more modern practices that embrace—and profit from—the differences between people.

Change management is not just affected globally by environmental and social conditions, including political and technological changes, but also through convergence, which helps conceptualize change over the past decades. The media industry, in particular, is being challenged by the rise of social media, the crisis of refinancing especially for quality news media, the ‘misinformation epidemic', and the changing role of legacy media. The evolving nature of media usage and communication, the rise of produsage and influencers, and intermediaries and their personalized algorithmic content are also factors that impact the industry, along with data privacy and privacy management, and the “new responsibilities” of companies such as sustainability, agility and resilience, etc.This book focuses on permanent change management in the media and related industries. It provides insights into the most common and crucial phenomena of media and change management in general, while also revealing some more specific issues brought about by technical and social innovations. The authors expand the meaning of media management beyond the management functions within the industry to include the management of different media. The book serves as a useful guide for researchers, students, and practitioners alike, as they are all affected by change processes.

This innovative and unique textbook describes change as a socially constructed process, reinforced by the interactions of employees at all levels. Including video and audio resources, it emphasises the fact that change is an on-going phenomenon: not an event that will soon be over once the consultants have left, but a permanent feature of an adaptable organisation.This novel theoretical perspective makes it the first and only text to focus on the central role of conversations and storytelling in managing change. Strengthening the business focus of the text, this new 3rd edition includes provision of practical tools and techniques for managing change, increased coverage of sustaining change and a greater number of international examples and case studies. Managing Organizational Change is suitable for change management modules at all levels of undergraduate and postgraduate study.

A Science-Based Organizational Change Roadmap for Managers“A science-based playbook that is a must-read for every manager of people…” —John A. List, Wall Street Journal bestselling author of The Voltage Effect and The Why Axis#1 New Release in Office Management and Business Operations ResearchAdapting to change is part of life. But, change is hard and managing change is even harder.First, understand how the brain works. Because we really don't know how the brain works, we don't know what makes us more receptive to change. Employees can't tell their managers what they need to “get on the train”, and managers don't know either.How to get your team on board. In her first book, What Your Customer Wants and Can't Tell You, author and behavioral economics specialist Melina Palmer, applies the science of behavioral economics to unlocking what is behind customer decisions. Behavioral economics combines elements of economics and psychology to understand how and why people behave the way they do in the real world. Now, in her sequel, What Your Employees Need and Can't Tell You, she offers a highly actionable roadmap for business executives and managers faced with the task of instituting successful organizational change.Actionable behavioral economics for successful change management.What Your Employees Need and Can't Tell You delivers insights and research from behavioral economics and the greater behavioral sciences, presented in an enjoyable way that you can actually use to get results.Inside find:An introduction to how the brain really works when faced with changeInsights into key biases and concepts the subconscious brain uses to make decisions“Apply it” sections with tips on how to start using what you have learned—immediatelyIf you are responsible for managing change and have tried books such as The Heart of Business, Humanocracy, or Change, you should read Melina Palmer's What Your Employees Need and Can't Tell You.

This volume contains two Open Access chapters. Digital transformation is permeating all domains of business and society. Digital Transformation and Institutional Theory explores how manifestations of digital transformation requires rethinking of our understanding and theorization of institutional processes. Showcasing a collaborative forum of organization and management theory scholars and information systems researchers, the authors enrich institutional theory approaches in understanding digital transformation. Advancing institutional perspectives with an agenda for future research and methodological reflections, the chapters delve into digital transformations in relation to institutional logics and technological affordances, professional projects and new institutional agents, institutional infrastructure, and field governance. This volume deepens our understanding of the pervasive and increasingly important relationship between technology and institutions and the response of existing professions to the emergence of digital technologies. Moreover, the authors offer a cutting-edge analysis of how new digital organizational forms affect institutional fields, their infrastructure, and thus their governance.

Purpose-Driven Innovation takes readers inside the UN Lab for Organizational Change and Knowledge (UNLOCK) to discover a new theory of change management, developed to help managers navigate accelerating, global, societal challenges such as the Covid-19 pandemic. Using real UN cases, arranged according to the UN change framework, the authors show how this new theory works in the real world, overcoming bureaucratic obstacles and the challenges of the digital era. This is the first book to set out how change management models work in practice in the context of the Sustainable Development Goals (SDGs). It is an essential primer for all organizations, small and large, public or private, within and outside of the United Nations, working to help achieve the SDGs through organizational change in the wake of crisis.

BE DiFFERENT or be dead: The Audacious ‘Unheard-of Ways'I Took a Startup TO A BILLION IN SALES provides practical and proven ways for organizations and professionals to be unique, stand out from their competition in a compelling, relevant way and achieve staggering success.The practices presented in this colossal how-to guide come from the rich, deep and vast ‘in the trenches'experience of Roy Osing. Roy is an executive leader and entrepreneur with over 40 years of success who has successfully navigated his businesses and his career through times of uncertainty, unpredictability and chaos. His work is unmatched in the world of business advice and personal counsel. BE DiFFERENT or be dead is the only one of its kind that reveals simple winning ways to create a competitive advantage and achieve unmatched performance in business planning and execution, marketing, sales, and customer service. Roy provides a fascinating roadmap for individuals to follow to become truly audacious leaders and have breakthrough careers. These powerful tools and brilliant solutions simply cannot be found in a single package anywhere else; this is a once-in-a-lifetime opportunity that can't be missed.BE DiFFERENT or be dead is for executives, managers, business owners, employees, entrepreneurs and professionals all searching for a way to make their way in this crowded world and achieve superior form. Being unique and standing out are the simple ways to achieve this goal; BE DiFFERENT or be dead provides an exciting and trustworthy path to get there.

Un ouvrage pratique, simple et concret pour réussir dans la mise en œuvre de la Conduite du changement. Dans un contexte de crise, de recherche de la performance et de l'innovation, le changement est continu. Dans ce contexte, le dirigeant doit considérer parfois autrement son mode de leadership. Ce livre propose une feuille de route opérationnelle et temporelle pour accompagner le changement. Il aborde les projets de transformation et la culture du changement dans l'organisation, du début jusqu'à la mesure de la réussite du changement. Il prend en compte la dimension projet et les dimensions psychologique et systémique, tout en restant très opérationnel. - 69 modules'Outils'présentent, agrémentés de schémas ou matrices, tous les outils essentiels, spécifiques du métier : une définition ou description de l'outil + les bénéfices de son utilisation + un exemple d'application + les pièges à éviter. - 11 plans d'action présentent : l'intérêt du plan d'action + les actions à mener + des encadrés informatifs + des éclairages d'expert + des apports novateurs + un cas d'entreprise + les critères de réussite du plan d'action.