Make Change Work by Pennington, Randy -- Read -- Imperial Library of Trantor

Index

Cover Contents Title Copyright Dedication Preface Acknowledgments Part I: The Realities of Change

Chapter 1: The New Normal

When Will Things Return to Normal? Perspective From the Iron Lady Reframing Our Illusions I should have Paid Attention Moore’s Law Affects Everything We Live in an Ocean not a Pond

Chapter 2: Faster, Better, Cheaper, Friendlier

A Hard Dose of Reality Burn the Boats—The Customers are in Charge Tough Customers—Tough Questions How Customers Evaluate Your Efforts Tools that Accelerate John Connor Meet Baxter Case Study: If the Government Gets it, Why Doesn’t Everyone?

Chapter 3: Good Change, Bad Change

Take this Test The Common Factors Defining a Good Change Why Change Fails Why Change is So Hard

Chapter 4: Dodos and Coyotes

In Defense of the Dodo What’s Your Excuse? In Praise of the Coyote

Part II: Becoming a Change Leader

Chapter 5: What Change Leaders Do

They are Driving Me Crazy! He’s Driving Us Crazy! Change Management and Change Leadership Left Brain and Right Brain What Change Leaders Do Can You Skip Steps?

Chapter 6: Buy-In

There Was Dancing and Singing A Long Time Coming Fast-Forward Across Town Two Styles—Similar Result What is Buy-In? When Buy-In Occurs Not the End Moses, Lincoln, King, and Thatcher More than a Communication Strategy

Chapter 7: Go First

Change is Good If . . . The Survey Says . . . Creating Realistic Optimists People can Change Where They are Where You Come In Are You There Yet? How Did You Do? How You Know You Aren’t There Yet

Chapter 8: Change Change

We Change When . . . Wise Words The Big “But” Another Change ClichÉ The Time Test The Lens is as Important as the Time AFP and MBBS

Chapter 9: Generate Creative Tension

A Universal Principle Why We Change Burning Platforms and Politicians Crisis Creates Urgency We Need to Sell Again People Do the Same Thing Crisis Abuse Opportunity Pulls Show Me the Cookie How about Brussels Sprouts? What Bankruptcy Taught General Motors about Urgency Creative Tension

Chapter 10: Connect with People Where They Are

Imagine This Comparison Shopping Make it Real and Relevant What We Say and What They Hear What They Want to Hear It Helps if They Believe You Plant the Garden

Chapter 11: Involve Early and Often

You can Count on This Why Involvement Doesn’t Occur The Challenge of Involvement When not Everyone Gets to Play Lessons From the New Coke Do You Believe in Empowerment?

Chapter 12: Use Resistance as Your Friend

There is Always at Least One What We Want to Do What We End Up Doing And the Winner is . . . We Aren’t Frustrated by Reasonable People Wrap Your Mind-Set Around This The Questions You Must Answer Their Resistance is Well Intentioned—Now What? Pull; Don’t Push Seven Tactical Tips

Part III: Change Challenges

Chapter 13: When Change Isn’t a Choice

“It’s not Personal; it’s Just Business” It Really Was Just Business The One Thing That Matters Most Stop Reading for a Moment Let’s Get Personal So What Do I Do? Back to Business Your Job as the Leader The Question is, “How?” A Quick Point on Terminating Employment How Could You Support This? Don’t Let Them Suck You In It is about Leadership

Chapter 14: Change Your Culture and Change Your Results

The Best and the Rest Why Talk about Culture in a Book about Change? Culture: What it is and What it Isn’t The Challenge of Culture Change How Hard is it? Why is it So Difficult? Seven Imperatives

Chapter 15: Stop Spineating

How I Gained 70 Pounds It is Behavioral Conditioning It Works with People, Too Spineating (Spine-Ating) Organizational Spineating How I Lost 50 Pounds The Rubber Band Man Breaking the Spineating Habit in Organizations Where it Breaks Down Pursue the Best Over the Easiest

Part IV: The Wrap-Up

Chapter 16: The Future and Change

No Wonder We Feel Overwhelmed Information Does not Equal Change Focus on What You know and can Predict Two Enduring Truths about Successful Change How You can Win One Final Thought

About the Author Index