Leading Continuous Change: Navigating Churn in the Real World

Pasmore, Bill

Published by Berrett-Koehler Publishers
ISBN 10: 1626564418 / ISBN 13: 9781626564411
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Num Pages: 216 pages. BIC Classification: KJMB. Category: (G) General (US: Trade). Dimension: 225 x 147 x 21. Weight in Grams: 424. . 2015. 1st Edition. Hardcover. . . . . Books ship from the US and Ireland. Bookseller Inventory #

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Synopsis: It's not news that globalization and ever-faster technological innovation have increased the pace of change exponentially. Existing change models were devised to deal with individual changes, one by one, but that's not a luxury leaders have any more. Bill Pasmore, senior vice president at the Center for Creative Leadership and a professor at Columbia University, offers a four-part model that will allow leaders to deal with multiple changes simultaneously without drowning in the churn.

First, Pasmore urges leaders to think fewer. He shows you how to ?back away from the buffet table??sort through the dizzying array of potential change efforts you could undertake and identify a few focused ?healthy? choices that will most benefit your organization. Next, Pasmore says, think scarcer?be realistic about the resources you actually have at your disposal, including how many people in your organization are willing and able to lead change efforts. Then, having narrowed your choices, allocated your resources, and found your change agents, you need to think faster. Pasmore offers advice for streamlining change processes, getting buy-in throughout the organization, and increasing the pace of change. And finally, he says, think smarter: build in processes to learn from change initiatives while they're happening and apply that learning to new and ongoing change initiatives.

Change is not the problem ? thinking about change in old-fashioned narrow and prescribed terms is. Recognizing it for the complex machine that it is and accurately taking stock of your resources and speed is what works.

Product Description: Smart leaders know that today pressures for change don't come at you one at a time?they come all at once, from all directions. Bill Pasmore offers a four-part model that allows leaders to deal with multiple changes simultaneously without drowning in the churn.

The first step is to Discover which external pressures for change are the most critical to address. The key here is to think fewer?the possibilities are many, but Pasmore shows how you can ?step away from the buffet ?and identify the highest-impact options. Then leaders must Decide how many change efforts their organizations can handle. Here the mindset is to think scarcer?you have only so many people and so many resources, so how do you best use them?

Once you've figured out what to address and how, it's time to Do?and here you want to think faster. Pasmore offers advice for streamlining change processes and engaging in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn't, and to do that you must think smarter?develop metrics, identify trends, and ensure learnings are used to build capabilities to make future change efforts even more successful.

For each stage of the process, Pasmore offers detailed guidance, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.

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Title: Leading Continuous Change: Navigating Churn ...
Publisher: Berrett-Koehler Publishers
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Book Description BERRETT-KOEHLER, United States, 2015. Hardback. Book Condition: New. 232 x 167 mm. Language: English . Brand New Book. Change is not the problem thinking about change in old-fashioned narrow and prescribed terms is. Recognizing it for the complex machine that it is and accurately taking stock of your resources and speed is what works. It s not news that globalization and ever-faster technological innovation have increased the pace of change exponentially. Existing change models were devised to deal with individual changes, one by one, but that s not a luxury leaders have any more. Bill Pasmore, senior vice president at the Center for Creative Leadership and a professor at Columbia University, offers a four-part model that will allow leaders to deal with multiple changes simultaneously without drowning in the churn. First, Pasmore urges leaders to think fewer. He shows you how to back away from the buffet table sort through the dizzying array of potential change efforts you could undertake and identify a few focused healthy choices that will most benefit your organization. Next, Pasmore says, think scarcer, be realistic about the resources you actually have at your disposal, including how many people in your organization are willing and able to lead change efforts. Then, having narrowed your choices, allocated your resources, and found your change agents, you need to think faster. Pasmore offers advice for streamlining change processes, getting buy-in throughout the organization, and increasing the pace of change. And finally, he says, think smarter: build in processes to learn from change initiatives while they re happening and apply that learning to new and ongoing change initiatives. Bookseller Inventory # AA39781626564411

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Book Description BERRETT-KOEHLER, United States, 2015. Hardback. Book Condition: New. 232 x 167 mm. Language: English . Brand New Book. Change is not the problem thinking about change in old-fashioned narrow and prescribed terms is. Recognizing it for the complex machine that it is and accurately taking stock of your resources and speed is what works. It s not news that globalization and ever-faster technological innovation have increased the pace of change exponentially. Existing change models were devised to deal with individual changes, one by one, but that s not a luxury leaders have any more. Bill Pasmore, senior vice president at the Center for Creative Leadership and a professor at Columbia University, offers a four-part model that will allow leaders to deal with multiple changes simultaneously without drowning in the churn. First, Pasmore urges leaders to think fewer. He shows you how to back away from the buffet table sort through the dizzying array of potential change efforts you could undertake and identify a few focused healthy choices that will most benefit your organization. Next, Pasmore says, think scarcer, be realistic about the resources you actually have at your disposal, including how many people in your organization are willing and able to lead change efforts. Then, having narrowed your choices, allocated your resources, and found your change agents, you need to think faster. Pasmore offers advice for streamlining change processes, getting buy-in throughout the organization, and increasing the pace of change. And finally, he says, think smarter: build in processes to learn from change initiatives while they re happening and apply that learning to new and ongoing change initiatives. Bookseller Inventory # AA39781626564411

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