Download e-book for iPad: Developing Change Leaders: The principles and practices of by Paul Aitken, Malcolm Higgs

By Paul Aitken, Malcolm Higgs

Imposing swap is a tremendous enterprise problem. Is your management as much as the duty? With swap projects failing so often regardless of many books out there addressing individually the subjects of management and alter administration, constructing swap Leaders tackles in a single concise quantity the all-important query of the way to boost potent swap leaders who make a distinction to organizational existence. supplying the particular useful counsel, frameworks and instruments that competing titles lack, this how-to publication may also help you tackle the demanding situations of swap and increase your individual interventions. in response to the authors' real-life adventure of designing improvement programmes and training person swap leaders, constructing switch Leaders can help you to evaluate your readiness for top switch and strengthen the mandatory talents to make swap winning. contemplating the basic historical past concept, together with the modern context of switch management and broader organizational concerns which impression on switch management power, the publication concludes with an overarching framework to be used and variation through these chargeable for constructing swap leaders. Combining educational prowess and consultancy event, Paul Aitken and Malcolm Higgs are the suitable specialists to translate educational conception into management and human source perform. * in line with the authors' real-life event of designing improvement programmes and training person swap leaders that will help you elevate your talents with out the necessity for pricey consultancy and coaching on swap management* dependent in 3 elements to supply a versatile source that considers the modern context of switch management, values and management tradition, and broader organizational concerns which effect at the nature, improvement and influence dimension of swap management potential* Concludes with an overarching framework to be used and edition by means of these accountable for constructing swap leaders

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Within this framework, effective strategies for managing resistance tend to entail: n Helping individuals and teams understand how they are responding to the change and why. n Identifying opportunities to help individuals and teams to develop stronger feelings of control. In general terms, this tends to entail ensuring increased involvement in the creation of change activities. g. g. spending time on helping them to understand why the change is required). In practice organizations have found that working with resistance, rather than trying to overcome it, is a more effective strategy.

3. Passive resistance Passive resistance occurs where people do not take specific actions. At meetings, they will sit quietly and may appear to agree with the change. Their main tool is Chapter 2 The Challenge of Change 31 to refuse to collaborate with the change. In passive aggression, for example, they may agree and then do nothing to fulfil their commitments. 4. Active resistance Active resistance occurs where people are taking specific and deliberate action to resist the change. It may be overt, such as public statements and acts of resistance, and it may be covert, such as mobilizing others to create an underground resistance movement.

In an organizational context, the parallel is that the need for change, and related adaptations, is often found at the interface between the organization and its customers (the front line). n People in the organization are naturally self-organizing: They are capable of identifying and responding to changes in the external environment. n The role of change leaders is to help the people in the organization make sense of the challenges and issues they face: This is achieved through dialogue and the leader becomes a facilitator of change rather than a driver of change.

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