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Organizationally and individually, to change is to choose. These twelve principles make the choices easier.
Research shows that up to seventy percent of all change initiatives fail. Let's face it, change is hard, as is getting an organization on board and working through the process. One thing that has been known to be effective is onboarding teams not only to understand this change, but to see the process and the progress of institutional change. Charting Change will help teams and companies visualize this complicated process. Kelley has developed the Change Planning Canvas, which enables leadership and project teams to easily discuss the variable that will influence the change effort and organize them in a collaborative and visual way. It will help managers build a cohesive approach that can be more easily embraced by employees who are charged with the actual implementation of change. This book will teach readers how to use this visual toolkit to build a common language and vision for implementing change.
Being change capable is the "new normal" for today’s growth-minded organizations. The "do more with less" strategies of the past are no longer effective in preparing organizations to meet the increasing challenges for growth, competitiveness and innovation required of them in this new era. Business change challenges including customer and market shifts, legal and regulatory requirements, strategic redirection, acquisitions, strategic partnerships, and cultural transformation are demanding that organizations effectively and efficiently manage change across multiple dimensions. To reach this level of change capability, organizations must adopt an integrated, balanced and customized approach to change management. Change management is addressed from the unique perspective of both its foundational concepts as well as practical application. Using an integrated, scalable and flexible framework, this book provides tools which can be readily customized and applied to initiatives across or within stages of the business change management lifecycle, from assessing the need for change, through planning the change initiative, designing a balanced change solution which integrates the people, process, and project management elements, through deploying and institutionalizing the change. Common risks associated with failed or stalled change initiatives are presented with best practices and key topics associated with change management are explored and illustrated through real-life case studies. Aimed at both the professionals within organizations and post graduate students and researchers within business strategy, organizational behaviour and change management disciplines, this book will provide a conceptual understanding of change management and a roadmap with a supporting toolbox for leading and implementing change that sticks.
When facing a difficult management challenge, wouldn't it be great if you could turn to a panel of experts to help guide you to the right decision? Now you can, with books from the Judgment Calls series. Drawn from the pages of Harvard Business Review, these interactive, solutions-oriented guides allow readers to access the wisdom of leading experts as they tackle familiar and perplexing business situations. These engagingly written books will help managers improve problem-solving skills and make better judgment calls under fire.A preface provides an overview and sets the context for using these provocative case studies as learning tools in corporate classrooms. A relevant chapter from an HBE volume introduces the topic as a refresher course. Finally, an appendix of resources such as executive summaries, guiding questions, and a list of further reading rounds out the book. Judgment Calls provide insight into a variety of real world difficulties and offer solutions that managers will find both sound and practical. Our ideal reader is the business traveler who's thinking about this very issue, sees the book in the airport, and throws it in his or her briefcase to read on the plane.This volume, tentatively titled "Bob's Meltdown and Other Stories from the Frontines of Management" looks at the most common issue in workplaces--employee behavior. What should you do when a star employee loses his temper in public? Worse yet, what if your protege seems to be coming unglued? All this and more!
Business needs change. And it needs it in ways, at a rate and on a scale that is unprecedented. Current success rates for organizational change projects are dismal and are likely to remain so until organizations reinvent their approach to project delivery, and learn how to integrate Change Management and Project Management successfully. In this ground-breaking and innovative book, Gabrielle O Donovan shows you how to design strategy, structures and processes to realize this integration and deliver sustainable and commercially powerful business change. She opens the book by providing the context, describing both the problem and the solution; how the disconnect between Project Management and Change Management feeds the 40–70 per cent failure rate and the laying of many a dud egg; and how cross-discipline integration efforts thus far have only addressed the tip of the iceberg, ignoring the subterranean cultural element that can divide or unite project teams. From there, she profiles Project Management and Change Management in turn and, crucially, the value and service propositions of these respective disciplines and the different theories, models and tools they employ. In the second half of the book she makes a ‘Project and Change Partnership’ (PCP) culture explicit and measurable, articulating those cultural assumptions that will support an effective alliance and that relate to those universal problems all organizations face regarding the macro environment, external adaptability and survival, and internal integration. From there, she describes how Project Managers and Change Managers can cooperate daily by dividing work packages and activities throughout the end-to-end project lifecycle. Project leaders who instill a PCP culture will benefit from the unique value that these interdependent disciplines bring to project delivery. It is they who will lay golden eggs and realize business benefits. Making Organizational Change Stick is written for project leaders, Change Managers, Project/Programme Managers, design thinkers, business architects and anyone concerned with business change.
Say you want to start going to the gym or practicing a musical instrument. How long should it take before you stop having to force it and start doing it automatically? The surprising answers are found in Making Habits, Breaking Habits, a psychologist's popular examination of one of the most powerful and under-appreciated processes in the mind. Although people like to think that they are in control, much of human behavior occurs without any decision-making or conscious thought. Drawing on hundreds of fascinating studies, psychologist Jeremy Dean busts the myths to finally explain why seemingly easy habits, like eating an apple a day, can be surprisingly difficult to form, and how to take charge of your brain's natural "autopilot" to make any change stick. Witty and intriguing, Making Habits, Breaking Habits shows how behavior is more than just a product of what you think. It is possible to bend your habits to your will -- and be happier, more creative, and more productive.
The #1 New York Times bestseller. Over 20 million copies sold! Translated into 60+ languages! Tiny Changes, Remarkable Results No matter your goals, Atomic Habits offers a proven framework for improving--every day. James Clear, one of the world's leading experts on habit formation, reveals practical strategies that will teach you exactly how to form good habits, break bad ones, and master the tiny behaviors that lead to remarkable results. If you're having trouble changing your habits, the problem isn't you. The problem is your system. Bad habits repeat themselves again and again not because you don't want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Here, you'll get a proven system that can take you to new heights. Clear is known for his ability to distill complex topics into simple behaviors that can be easily applied to daily life and work. Here, he draws on the most proven ideas from biology, psychology, and neuroscience to create an easy-to-understand guide for making good habits inevitable and bad habits impossible. Along the way, readers will be inspired and entertained with true stories from Olympic gold medalists, award-winning artists, business leaders, life-saving physicians, and star comedians who have used the science of small habits to master their craft and vault to the top of their field. Learn how to: make time for new habits (even when life gets crazy); overcome a lack of motivation and willpower; design your environment to make success easier; get back on track when you fall off course; ...and much more. Atomic Habits will reshape the way you think about progress and success, and give you the tools and strategies you need to transform your habits--whether you are a team looking to win a championship, an organization hoping to redefine an industry, or simply an individual who wishes to quit smoking, lose weight, reduce stress, or achieve any other goal.
In the world of business, the ability to handle constant change makes the difference between success and failure. Today, executives, supervisors, and project managers have plenty of methodologies for managing change, yet the failure rate of major organizational change is still an abysmal 70 percent. In this innovative guide, Barbara Trautlein argues that this is because our current approaches are inadequate when not used in tandem with a deep understanding of change intelligence, or CQ the skill set required to lead a team or company through vital transformations. Inside, she gives readers access to a proprietary, interactive CQ assessment that s based on substantial research and experience in working with hundreds of top organizations. And after readers learn their own change leader style, they go on to discover practical strategies for leveraging their strengths and shoring up their weak spots. Trautlein, a leading authority on change leadership, keeps the theory light and delves into insightful case studies drawn from her decades of experience. Her example-based approach allows readers to plainly see how they can start driving real transformation not by adopting yet another new tool but by bolstering their own capacity for change leadership. "
From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
There are lots of books about discovering or developing a vision for your organization, but this one is about making that vision endure the corrosion of time and complexity--how to make your vision stick. Influential author and pastor Andy Stanley reveals the reasons why leaders' visions often falter, and he delivers 5 in-depth strategies so that you can dodge the pitfalls: How to state your vision simply. How to cast your vision convincingly. How to repeat your vision regularly. How to celebrate your vision systematically. How to embrace your vision personally. Many of us have good ideas, even great ones. The difficult part is putting them into practice and keeping that vision clear and visible to your organization--whether that's a business or a church--when there are so many things in the day-to-day living of that vision that can distract from it. Making Vision Stick offers valuable, practical tips and case studies. This is a book you'll want to highlight and dog-ear and pass around as you learn how to propel your organization toward the vision God has granted you. Vision is about what could be and should be, but life is about right this minute. The test of a true leader is in keeping that vision on track, day in and day out.