Change Communications Yearbook 2010
November 17, 2010
Summarizing the Change Communications Congress 2009, this book presents an exquisite selection of best-practice-projects in change communication
Markets are changing and so do companies. Still, what is often forgotten, but most important: Change requires communication – change communication. Organized by the Internal Branding Academy (IBA) and Symbiosis Communication and Strategy Consultancy, each year experts in change communication meet in Salzburg for the Change Communications Congress to discuss recent strategies and developments in this field. Focusing on the German-speaking area, in this book experienced experts reveal their secrets for successful change communication processes.
Global player like Siemens, Deutsche Post DHL or Deutsche Telekom AG share their experience and give some useful tips how to involve employees in the change processes. These practical examples clearly show why communication is the key factor for successful change management and long-lasting success in business.
In short: This book is a plea for trust-based, personal and interactive communication: it is about inspiring people and entering into a dialog.
Harringer, C. & Maier, H. (Eds.) (2010). Change Communications Jahrbuch 2010. Berlin: Springer.
Source URL: http://change-centre.org/change-communications-yearbook-2010/
Change Processes: What can go wrong will go wrong?
Oktober 24, 2010
Was passieren kann, wenn ein externer Berater einfach zu wenig praktische Erfahrung mit Change und Transformation hat oder wenn die Beteiligten vor Start des Prozesses das vorhandene Basiswissen nicht abgezapft haben, steht aktuell wieder unter http://www.deltapartners.ca/en/blog/entry/209/ .
In unseren Change Projekten arbeiten wir u.a. mit Check-Listen der wichtigsten Erfolgsfaktoren für die Veränderung – aber nicht mit irgendwelchen, sondern solchen, die gemeinsam mit den Beteiligten entwickelt wurden. So reduzieren wir das Change Risiko dramatisch und erhöhen vor allem die subjektive Sicherheit der Betroffenen.
Hat jemand einen besseren Vorschlag?
Source URL: http://change-centre.org/checklist/
How to overcome change resistance
Mai 31, 2010
Changing one’s behaviour is oftentimes very difficult, though the desired change seems reasonable and logical. Coevally, psychological research shows that the human brain is composed of two diverging systems concerning decision making: The rational one and the emotional one.
The authors, Chip and Dan Heath, build on these findings theoretically and state that in order to achieve behaviour change, both parts of the brain have to be in line with the aspired aim. They underline the practical validity of this concept by a great variety of real life examples:
From individually altering one’s recycling habits to convincing others of consuming healthier food, from rebranding one’s business to overcoming corruption in governments, all these cases demonstrate very convincingly the way of overcoming change reluctance. This book is highly recommended for business executives as well as all human beings fighting for individual change.
Heath, C. & Heath, D. (2010). SWITCH. How to change things when change is hard. Broadway Business
Source URL: http://change-centre.org/how-to-overcome-change-resistance/
Balanced Scorecard for government and nonprofit agencies
Februar 17, 2010
Efficiency is not solely reserved to private companies. Mapping your organization’s environment and identifying and awakening all potential resources are pivotal to the success of every public sector agency or initiative.
So as “measurement matters”, this book fills the void between literature on change management methods and the work of nonprofit organizations. The step-by-step application advice of the Balanced Scorecard approach is the great strengths of this very practical guide.
The highly regarded author Paul Niven translates the general theoretical assumptions for an organization’s success into the specific requirements of government and nonprofit agencies. Drawing upon his long-time experience in applying BSC in the private and public sector, he additionally provides the reader with the best practice example of the city of Charlotte.
Niven, P. (2008). Balanced scorecard step-by-step for government and nonprofit agencies, 2nd ed. Hoboken: John Wiley & Sons
Source URL: http://change-centre.org/balanced-scorecard-for-government-and-nonprofit-agencies/
Action Learning for business
Februar 17, 2010
Action Learning (AI) is a powerful change management method focussing on the benefits of employees learning on the job. Although a quite academic book, this introduction not only presents AI’s different schools of thought, but offers practical guidance to the reader by highlighting the best features of each approach and recommending specific combinations to differing business environments. Amongst others, it deals with the precise implementation of programs, the role of learning coaches and possible learning outcomes.
The two authors also provide an appendix including deeper AI theory as well as useful exercise tools. The illuminating case studies offered, ranging from different sectors such as business corporations to community based health organizations, are especially noteworthy.
O’Neil, J. & Marsick, V. (2007). Understanding Action Learning. New York: American Management Association Pub.
Source URL: http://change-centre.org/action-learning-for-business/
Balanced Scorecard Step-by-Step
Februar 17, 2010
One of the most prominent performance measurement tools in change management, the concept of balanced scorecard is presented by the well-known expert Paul Niven step-by-step in a very practical manner. The book can be used as a road map for the entire process, from identifying business goals to implementation tools and success evaluation.
The author underlines not only the importance of BSC as the cornerstone of your business performance strategy, but demonstrates how theory has successfully been applied to real-world cases. Readers can learn from best practices and will find post-implementation guidance in this second edition.
This book is a must-read for every manager involved in change processes who wants to unleash his/her organization’s full potential in the fields of finance, customer, internal processes and employee learning.
Niven, P. (2006). Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results, 2nd Ed. New York: John Wiley and sons
Source URL: http://change-centre.org/balanced-scorecard-step-by-step/
Change without disruption: Dynamic Stability
Februar 17, 2010
This extraordinary, yet quite theoretical book challenges the current management paradigm of reiterating change initiatives which, according to the authors, produce even worse results due to permanent disruption and adaption pressure on unsettled, fatigued stakeholders.
Instead managers should first learn about their organization’s type of structure, then rebuild the structure into one that is more adaptive to change and finally induce dynamic stability.
The four authors therefore present a concept using the metaphor of geometric figures to describe four different types of organizational structures: The pyramid, cube, cylinder and sphere, the first being most resistant, the latter most open for change. Readers will additionally find useful real-life examples of companies for each of the outlined structures.
Scott-Morgan, P., Hoving, E., Smit, H. & Van der Slott, A. (2000). The end of change: How your company can sustain growth and innovation while avoiding change fatigue. New York: McGraw-Hill
Source URL: http://change-centre.org/change-without-disruption-dynamic-stability/
Managing Change across corporate cultures
Februar 10, 2010
When two companies are brought together into one business, may it be a joint venture or after mergers or acquisitions, one of the most decisive elements for the successful transition process is the integration of divergent corporate cultures. Thanks to this publication this oftentimes neglected determinant is investigated in detail and with scientific closeness.
The authors Fons Trompenaars and Peter Prud’homme introduce a novel model to specify and analyze the abstract concept of corporate cultures. In addition, they provide brief but very useful insight into the success stories of international players such as Ikea, Nokia and Suez in order to highlight the importance of corporate culture change for extraordinary business performance.
Trompenaars, F. & Prud’homme, P. (2005). Managing Change Across Corporate Cultures. Chichester: John Wiley and sons Inc.
Source URL: http://change-centre.org/managing-change-across-corporate-cultures/
Managing Change across corporate cultures
Februar 10, 2010
When two companies are brought together into one business, may it be a joint venture or after mergers or acquisitions, one of the most decisive elements for the successful transition process is the integration of divergent corporate cultures. Thanks to this publication this oftentimes neglected determinant is investigated in detail and with scientific closeness.
The authors Fons Trompenaars and Peter Prud’homme introduce a novel model to specify and analyze the abstract concept of corporate cultures. In addition, they provide brief but very useful insight into the success stories of international players such as Ikea, Nokia and Suez in order to highlight the importance of corporate culture change for extraordinary business performance.
Trompenaars, F. & Prud’homme, P. (2005). Managing Change Across Corporate Cultures. Chichester: John Wiley and sons Inc.
Source URL: http://change-centre.org/managing-change-across-corporate-cultures-2/
Copyright ©2012 change centre unless otherwise noted.