Heart of Change
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapter/Step 6 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. Backseat Leaders
Read “Backseat Leaders,” by Schlachter and Hildebrandt, from Leadership Excellence Essentials (2012).
2. Change Management: Leadership, Values and Ethics
Read “Change Management: Leadership, Values and Ethics,” by By, Burnes, and Oswick, from Journal of Change Management (2012).
3. Group Imago and Group Development: Two Theoretical Additions and Some Ensuing Adjustments
Read “Group Imago and Group Development: Two Theoretical Additions and Some Ensuing Adjustments,” by Tudor, from Transactional Analysis Journal (2013).
4. May I Have Your Attention Please? A Review of Change Blindness
Read “May I Have Your Attention Please? A Review of Change Blindness,” by Ellis, from Organization Development Journal (2012).
UNIT 7
A
Discuss the importance of identifying and acknowledging short-term wins during change. What types of short-term wins are most meaningful? Why?
B
During a change initiative, what can organizations use to identify or verify truly objective and measureable success? What does your organization utilize to measure its level of success?
RESOURCES
Textbook
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapter/Step 7 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. A Graphic Tour of Success and Failure in Corporate Renewal
Read “A Graphic Tour of Success and Failure in Corporate Renewal,” by Hass, Pryor, and Broders, from Journal of Private Equity (2006).
2. Achieving Breakthrough Performance
Read “Achieving Breakthrough Performance,” by Gottfredson, Schaubert, and Babcock, from Stanford Social Innovation Review (2008).
3. Chapter 8 – Generating Short-Term Wins
Read “Chapter 8 – Generating Short-Term Wins,” by Kotter, from the online eBook, Leading Change (1996).
4. Do 70 Per Cent of All Organizational Change Initiatives Really Fail
Read “Do 70 Per Cent of All Organizational Change Initiatives Really Fail?” by Hughes, from Journal of Change Management (2011).
5. Error 6: Not Systematically Planning, and Creating, Short-Term Wins
Read “Error 6: Not Systematically Planning, and Creating, Short-Term Wins,” from “Leading Change—Why Transformation Efforts Fail,” by Kotter, included in the online eBook, HBR’s 10 Must-Reads: The Essentials (2011).
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