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Managing Organizational Change
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Presents a brand new model for the whole process of organizational change. The reader is encouraged to reflect throughout, through thinking, answering questions, analyzing, assessing, planning and prioritizing. Demonstrates how the various roles and functions within an organization need to work together in order for change to be successful.

Table of Contents

    • Chapter - 00: Introduction: Dear Reader;
    • Chapter - 01: It's not working!;
    • Chapter - 02: The cycle of change;
    • Chapter - 3.1: Culture to change;
    • Chapter - 3.2: Capacity to change;
    • Chapter - 3.3: Commitment to change;
    • Chapter - 3.4: Capability to change;
    • Chapter - 4.1: Direct the change;
    • Chapter - 4.2: Drive the change;
    • Chapter - 4.3: Deliver the change;
    • Chapter - 4.4: Prepare for the change;
    • Chapter - 4.5: Propagate the change;
    • Chapter - 4.6: Profit from the change;
    • Chapter - 05: What next?

About the Author

Helen Campbell is the co-founder and Global Chief Assessor of the Change Management Institute and Principal Organizational Change Consultant at Catalyst Business Solutions which she founded in 1998. A guest lecturer at University of Sydney, she has led numerous successful and high profile change projects with clients including Ernst & Young, BT Financial Group, British Telecom, Sydney Water, NatWest Bank and Westpac.

Reviews

"This book is an essential guide to navigating the complex and challenging subject of organizational change. Managing Organizational Change is a no nonsense approach that challenges leaders to think through what it takes to change their business; to anticipate and drive beyond the lip service to change that change managers often encounter. It provides a clear and easy to follow framework, richly illustrated by case studies and examples that guides you through the organizational change process."--Ira Blake "author of Project Managing Change, co-lead of the Change Management Institute UK "

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