Description
Book Synopsis'New Tools for Challenging the Status Quo' bolts together the image or theory and the reality of what is required to change the performance of an enterprise. Whether the challenge is renewal or fundamental change, this book delivers real-life depictions that aim to help all who invest the time.
Trade Review"In today's environment, every manager needs to be a champion of change. This book will be immensely valuable to managers at all levels of the organization. David Nadler provides the practical advice and real-life examples that can help people become effective leaders of organizational change." -Walter V. Shipley, chairman and chief executive officer, The Chase Manhattan Corporation
"A practical, thoughtful guide to change management. It is a pleasure to read, full of great examples and ideas." -Ed Lawler, director, Center for Effective Organizations, University of Southern California
"Few executives expect the future to be more stable than the present. Yet few have seriously begun the long journey of thinking and redesigning themselves and their organizations for the future. The insights and methods presented by David Nadler will, hopefully, engender the courage to embark." -Peter M. Senge, director, Center for Organizational Learning, Sloan School of Management, Massachusetts Institute of Technology
"Immensely readable. This work bolts together the image or theory and the reality of what is required to change the performance of an enterprise. Whether the challenge is renewal or fundamental change, this book delivers real-life depictions that will help all who invest the time." -Richard A. McGinn, president and chief operating officer, Lucent Technologies Inc.
Table of Contents1. What It Takes: Confronting the Realities of Change.
2. Where to Start: Understanding Organizations.
3. From Tuning to Overhaul: The Dimensions of Change.
4. Reshaping the Entire Enterprise: The Special Challenges of Discontinuous Change.
5. Winning Hearts and Minds: Overcoming the Obstacles to Change.
6. Setting the Stage: Recognizing the Change Imperative.
7. Waging the Great Campaign: Developing a Shared Direction.
8. Building a New Strategy: The Strategic Choice Process.
9. Redesigning the Organizational "Hardware": The Keys to Strategic Design.
10. When Worlds Collide: Aligning Strategy And Culture.
11. Finding the Right People: A Guide to Strategic Selection.
12. Staying the Course: Consolidating and Sustaining Change.
13. Leading the Charge: The Unique Role of Senior Management.
14. Learning to Lead Change: The New Principles for CEOs and Companies.
