Ten Tasks of Change

Demystifying Changing Organizations
1. Auflage 2001
ISBN: 978-0-7879-5345-4
Verlag: Wiley

Buch, Englisch, 288 Seiten, Format (B × H): 157 mm x 235 mm, Gewicht: 630 g

"Ten Tasks of Change" - Dies ist das bislang einzige Buch zum Thema Veränderung, das versucht, die Kompetenz zur Veränderung zu institutionalisieren, indem es sich auf die bestehenden Fähigkeiten eines Unternehmens im Bereich Planung und Management konzentriert. Es erläutert die Theorie des Wandels und schafft einen praktischen Leitfaden für die Planung von Unternehmenswachstum und -entwicklung. Ziel dieses Buches ist es, organisatorisches Lernen zu ermöglichen und zu stärken, um die persönliche Entscheidung des Einzelnen zu respektieren und den Mitarbeitern zu erlauben ihren vollen Beitrag zur Unternehmensveränderung zu leisten. Durch die übersichtliche Gliederung kann "Ten Tasks of Change" sehr gut als Nachschlagewerk genutzt werden. Mit zahlreichen Fallstudien. Die Autoren sind erfahrene Experten auf diesem Gebiet.

Autoren/Hrsg.

Evans, Jeff

Schaefer, Chuck

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie

Inhaltsverzeichnis

1. Task I: Appreciating the Situation.

Getting Started.

Approaching the Organization As a Work System.

Approaching Task I As a Dialogue.

Assessing the Alignment of Your Environment and Your Purpose.

Examining Your Processes and Practices.

Estimating the Scope and Impact of Potential Changes.

Estimating the Magnitude of the Change Effort.

Judging the Organization's Readiness for Change.

Preparing a Compelling Business-Based Case for Change.

Summary.

2. Task II: Developing Strategic Alignment.

The Work of Task II.

Establishing a Communication Network and Strategy.

Developing a Dialogue About the State of the Business.

Developing a Dialogue About the Business Case for Change.

Learning About Alternatives.

Developing a Compelling Vision for the Future.

Developing a Strategy and Proposed Approach to Change.

Developing a High-Level Action Plan.

Implementing an Infrastructure.

Summary.

Task III: Evoking Change Leadership.

The Work of Task III.

Establishing a Leadership Network.

Involving Potential Change Leaders.

Enabling the Leadership Network to Act.

Providing Support for Leaders' Future Roles.

Defining Change Leadership Behaviors for "Walking the Talk".

Clearly Defining the Leadership Rewards and Consequences.

Identifying and Securing the Required Support and Resources.

Summary.

4. Task IV: Expanding Understanding and Commitment.

The Work of Task IV.

Establishing Safety Nets for the Organization.

Establishing Role Structures for the Change Effort.

Establishing Widespread Understanding of the Change.

Beginning Appropriate Education Processes for the Entire Organization.

Creating and Supporting Ongoing Dialogue.

Using Feedback Systems.

Creating a More Detailed Action Plan.

Summary.

5. Task V: Analyzing Processes.

The Work of Task V.

Clarifying the Work System's Purpose and Boundaries.

Conducting Technical System Analysis.

Conducting a Human Systems Analysis.

Analyzing Major Process Threads--A Story.

Summary.

6. Task VI: Designing Processes, Work, and Boundaries.

The Work of Task VI.

Designing for High-Performance Joint Optimization.

Clarifying the Organization Structure.

Creating a Provisional Design.

Summary.

7. Task VII: Planning Implementation.

The Work of Task VII.

Our Approach to Implementation.

Validating the Design.

Identifying Further Design Work.

Establishing Timelines for Design Work.

Establishing Transition Management Process.

Establishing Integration Processes and Issue.

Resolution Forums.

Identifying Individuals or Teams to Complete the Work.

Summary.

8. Task VIII: Establishing Metrics.

The Work of Task VIII.

Determining the Focus of the Metrics.

Identifying the Organization's Learning Needs.

Identifying the Organization's Levels of Output.

Identifying Categories of Performance.

Identifying Realistic Metrics for Categories.

Reinforcing Appropriate Behaviors.

Setting the Scope of the Metrics.

Determining Data Collection and Analysis Methods.

Determining Format, Feedback, and Evaluation Processes.

Agreeing on Level of Standardization.

Establishing Linkage to Reward System.

Summary.

9. Task IX: Managing Transitions.

The Work of Task IX.

Maintaining Constancy of Purpose and Positive Strategic Intent.

Defining Work-Unit Requirements.

Establishing Decision Slopes and Plan Transitions.

Planning and Supporting the Development of Individual Capabilities.

Summary.

10. Task: X: Continuous Learning and Improvement

The Work of Task X.

Understanding the Organizational Learning Process.

Designing Your Organizational Learning Process Thread.

Developing Ongoing Capability to Support Organizational Learning.

Planning for Closure and Celebration.

Summary.

11. A Checklist.

The Checklist.

Über Autor(innen)

JEFF EVANS practices in the area of organizational capability and human system development. Evans's work has included large-scale change at all levels of organization, both domestic and international. CHUCK SCHAEFER is a long-time professional in the field of organization systems development and high performance organization. His extensive experience in practice and at university includes both the private and public sector at levels from frontline work teams to major company redesigns.