Checklist for Change
A Pragmatic Approach for Creating and Controlling Change
1st Edition
Published on 20. March 2002
186 pages
978-1-4616-4838-3 (ISBN)
Description
Now in Paper! Helpful examples from both the public and private sectors and from literature and history are presented in this outstanding volume for superintendents, central-office administrators, and corporate managers involved in the change process.
More details
Edition
1. Auflage
Language
English
Place of publication
New York
United States
Publishing group
Bloomsbury Publishing Plc
ISBN-13
978-1-4616-4838-3 (9781461648383)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Book
03/2002
Rowman & Littlefield Education
€58.90
Shipment within 10-20 days
Person
Thomas R. Harvey is a professor of organizational leadership in the doctoral program and the Abrahams Chair in Leadership Excellence at the University of La Verne, California. He has been the dean of the School of Organizational Management for fourteen years and is the author of several books including Checklist for Change; The Practical Decision Maker; Building Teams, Building People; The Soul of Leadership; and The Politically Intelligent Leader.
Content
- Cover
- Title Page
- Copyright Page
- Dedication Page
- Table of Contents
- Preface
- Part I: Background for Change
- Chapter 1: Introduction
- A Simple Process
- A Systematic Process
- A Step-by-Step Process
- Increased Chance for Success
- Long-Term Success
- Tone of the Book
- Organization of Chapters
- Chapter 2: Twelve Pieces of Folk Wisdom about Change
- 1: The Grass is always Greener on this Side of the Fence
- 2: Guess What, Not Everyone is like me
- 3: Stress is Fertile Ground for Success
- 4: You can't make it if you Believe you're Faking it
- 5: If they haven't Bought it, they aren't Going to Keep it
- 6: Push me and I'll Push you Back
- 7: If you want Change, Have a Party
- 8: 100 Proof Change, like 100 Proof Whiskey, is Hard to Stomach
- 9: Change is Loss
- 10: You Learn to walk only by taking Baby steps
- 11: To Err is not only Human, But Divine
- 12: Risk is not Russian Roulette
- Concluding Note
- Chapter 3: Resistance to Change
- Paucity of Research Base
- Force Field Analysis
- Sources of Resistance
- Antidotes
- Concluding Note
- Chapter 4: Crafting Strategies for Unfreezing
- Unfreezing
- Strategies for Strain
- Strategies for Potency
- Strategies for Valence
- Crafting the Overall Strategy
- Part II: Perfoming Change
- Chapter 5: Change Checklist
- Analysis
- Planning
- Implementation and Evaluation
- Summary
- Chapter 6: Institutionalization of Change
- Fundamental Premise
- Planning and Preparation
- Timing
- Congruence with Mission
- Environmental Sensitivity
- Clarity and Simplicity
- Unpretentious Realism
- Sufficient, not Indulgent Resources
- Strong, Central Leadership
- Reduced Individual Proprietary Interest
- Concluding Note
- Chapter 7: How to keep from being a Victim of Change
- O.K. to Resist
- Reverse Change Strategies
- Exploit the Possibilities
- Lead the Parade
- Define Problem Ownership
- Call a Timeout Daily
- Have Fun
- Analyze for Congruency
- Concluding Note
- Part III: Managing Change Teams
- Chapter 8: Using Teams for Change
- Forming the Team
- Initiating the Team
- Knowledge about Change
- Providing Resources
- Chapter 9: Directive Collaboration
- Advantages of Directive Management
- Advantages of Collaborative Management
- Combining the Approaches
- Directive Collaboration Step by Step
- Applying Directive Collaboration
- Reflections on the Process
- Chapter 10: Infusion Change into Organizational System
- Evaluation
- Budgeting
- Strategic Planning
- Education Reform
- Concluding Note
- Chapter 11: Toward becoming an Artisan of Change
- In Retrospect
- Four Caveats
- Appendix A: Cited Exercises
- Appendix B: Change Checklist
- References and Resources
- Index
