Taking Charge Of Change Ten Principles For

Cooking up great ideas of how things ought to be is easy. Getting things to actually change is hard, especially in large, complex organizations. The meeting about "the new vision" goes over fine, then everyone drifts back to his or her office andnothing changes.This book provides the diagnostic tools managers need to assess their particular needs for change, and then the tool kit required to implement the changes one wants to see.

Douglas K. Smith is a private consultant who has worked with such corporations as AmEx, Duracell, IBM, and Nabisco. Along with The Wisdom of Teams, his books include Fumbling the Future: How Xerox Invented Then Ignored the First Personal Computer. He holds a B.A. from Yale and a J.D. from Harvard. He lives in Millbrook, New York.

Acknowledgments

xi

Introduction

1

(16)

PART 1: PRINCIPLES

Getting Through the Period of Change

17

(29)

Enlisting People to Perform and Change: Managing Through Reluctance

46

(28)

Performance Results: Managing the Link Between Purpose and Change

74

(26)

Leadership: The Courage to Live the Change

100

(29)

PART 2: STRATEGIES

Existing Employees, New Behaviors: Do You Face This Challenge?

129

(24)

Getting Beyond Decisions and Awareness to Performance and Change

153

(21)

Exchange, Mutuality, and Coordination

174

(26)

Shaping and Improvising Strategies That Work

200

(29)

PART 3: VISIONS

Energy and Meaningful Language: The How Part of Vision

229

(29)

Reconnecting Organization Designs to People, Performance, and Work

258

(25)

Personalizing Your Vision of Change

283

(19)

Notes

302

(3)

Index

305

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Taking Charge Of Change Ten Principles For Managing People And Performance

Summary

Author Biography

Table of Contents

Supplemental Materials