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Change 2.0 - Beyond Organisational Transformation
von: Joachim Klewes, Ralf Langen
Springer-Verlag, 2008
ISBN: 9783540774952, 193 Seiten
Format: PDF, OL
Preis: 42,75 EUR
Contents
5
Foreword
11
It’s all about the people
12
Acknowledgements
14
Incite
16
It may come as a surprise: Successful change management is mainly a matter of letting it happen
17
Accept change as a constant state
18
Dismantle obstacles
18
Get the current flowing again
19
Find your identity and change it constantly
21
Less method, more personality
22
Outlook
24
References
24
The human factor in change processes: Success factors from a socio- psychological point of view
25
Implementation strategies: Top-down or bottom-up?
25
Attitude patterns of the affected staff
27
Causes and forms of resistance
27
Twelve success factors in change processes
32
Conclusion
36
References
37
Accelerated change dynamics within the healthcare industry: Just a trend, or is there more to it?
41
High level of change dynamics within the healthcare industry
42
Why are change programmes more in demand today than ever before?
43
Portfolio – Process – People: The trinity of speed in change
44
A digression concerning the real power of corporate culture
47
Corporate communications as the mediator of change
48
Change communication as a key success factor for change
53
Summary: Speed as a basis for change
55
The power of ideas – Reputation management and successful change
57
Reputation, an acquirable good
59
Reputation management in change processes: Laws and regulations
60
An example from the financial sector
61
Conclusion
66
References
67
Change management in alliances
69
Building and managing alliances
70
The benchmark case: Continuous change
73
Change management in alliances – Considering the specifics
74
Conclusion
77
Insight
79
Winning people’s hearts and minds
81
The power of dialogue
81
Tools for successful dialogue
82
Engagement throughout
86
Impact of change communication
86
Start talking
87
Use of multipliers in change communication: How credible personal communication can make change effective
89
What is the multiplier approach and what is it not?
90
Where does it apply in practice?
90
What is the role of multipliers?
91
How much time do multipliers need?
92
How to choose multipliers?
92
How to prepare multipliers?
94
How to integrate multipliers into communication activities?
97
How to measure the success of the multiplier approach?
99
Benefits
99
Lessons learned
100
Why engagement matters – From command and control to collective learning via social software
101
Engagement in change processes
102
Social software as an engagement tool in change processes
106
Conclusion
113
References
114
The importance and use of analyses in change management
117
Change controlling
118
Demands on the execution of change controlling
120
Staff and change controlling
121
Areas of application for change controlling
122
Evaluation at staff level
123
Quantitative and qualitative methods
124
Feedback systems
125
Improving the prospects of success in change – ‘Change Explorer&rsquo
127
Outlook
128
Inside
131
The quiet transformation of an ugly duckling: The German Federal Employment Agency’s gradual transition – From a bottomless pit for taxpayers’ money to an efficient service provider
133
How to develop a strategic business unit within a historical and sound structure: The formation of Radeberger Group
141
A brief look back
142
Paradigms as the solid foundation of all business decisions
142
Radeberger Group as a new strategic business unit
142
Change in progress
144
The human factor: Involvement by communication
147
Conclusion
149
Managing complex change: Challenges at the National Health Service Greater Glasgow and Clyde
151
The complicated nature of organisational life
154
The research process
154
The need for speed
155
Achieving the right balance of internal and external expertise
156
Paying the communication and consultation tax
156
Learning lessons across the public-private sector divide
157
Is the change working?
158
Conclusions
159
Taming the lion: How to keep a programme office up and running
161
Beyond
171
A matter of trust – A journey through the Five Continents of Change Management
173
New schools of thought
175
A metaphorical journey
177
The golden city of El Dorado: Setting out for new horizons
179
Fleeing from a volcanic island: change in a crisis
181
Olympica: Not doing everything differently, but with much more energy
183
Recovery Island: Process optimisation as a principle
185
United States of Integration: Melting pot of cultures
187
At the end of the journey
189
Talking about change – The communications approach
190
A word on tools
191
Godspeed!
194
About the authors
197
Index
201
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