Download Chasing Change: Building Organizational Capacity in a by Bob Thames, Douglas W. Webster PDF

By Bob Thames, Douglas W. Webster

Powerful organizational capability is a corporation s strength to use its abilities and assets to complete pursuits and exceed stakeholders expectancies. This booklet presents readers having the ability to diagnose either the drivers of switch of their association and the kind of switch reaction wanted. as well as the normal tangible size of swap, it provides a framework to leverage the cultural and private dimensions of swap to maintain profitable switch tasks. besides, it provides an organizational potential self-assessment method to derive the utmost go back on swap efforts and investments. CEOs and bosses will enjoy the skill to hyperlink calls for for swap to organizational features in strategic projects.

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Extra resources for Chasing Change: Building Organizational Capacity in a Turbulent Environment

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Margaret J. Wheatley, Leadership and the New Science: Discovering Order in a Chaotic World (San Francisco: Berrett-Koehler, 2006). indd 20 11/7/08 11:42:28 AM Chapter 3 Change Challenge Framework Change is constant, complex, and often rapid. We can’t control it. When we try, it becomes frightening, threatening. But we can learn to understand it, to work in harmony with it, to influence it, even to cultivate it. Stephen R. Covey and A. Roger Merrill M anaging change is certainly not a new topic in management literature.

Rather it should be customized and viewed in light of the needs of the organization. The paragraphs below the process flow diagram provide further detail on the organization of the book. 1 Create Case for Change Assess Capabilities Implement Change Plan Measure, Modify, Refresh Closed Loop Change Process Diagram Chapter 5 introduces the need for evaluating organizational capabilities for change. Following that, 13 critical organizational change capabilities are detailed for conceptual understanding and explained within the context of the Organizational and Personal dimensions.

Because any organization is made up of a constituent membership—management and staff—all organizations evolve over time, much like the human dynamics of individual relationships. This evolution may narrow the gap to ensure continued alignment of the organization with the needs of the external environment. However, the evolution may actually widen the gap, potentially increasing the misalignment between the organization and the external environment. indd 23 11/7/08 11:43:56 AM 24 chasing change External Change Every organization also maintains a relationship with its external environment, which is an ever-changing amalgam of forces.

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