By Stephen Haines
Go away piecemeal strategic switch methods at the back of and how you can plan, facilitate, and combine your swap efforts for lasting luck. Enterprise-Wide switch takes you thru the ?Rollercoaster of Change,? displaying you ways to accommodate resistance, regard skeptics as your top pals, and construct a buy-in and stay-in technique between your staff. The authors use the technological know-how of? ?Systems considering? -- a complete, but easy and built-in option to examine and construct synergy from key organizational components. You?ll locate confirmed and functional questions, summaries, case reviews, examples, and worksheets in addition to platforms instruments, tips, and strategies to foster association switch and development.?
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Extra resources for Enterprise-Wide Change : Superior Results Through Systems Thinking (J-B O-D (Organizational Development))
Now, with a more Systems Thinking view, they have a plan to transition to four standardized classes of shore-based response boats. One manufacturer is building all new 117-foot Fast-Motor Lifeboats and 47-foot highly maneuverable Fast-Motor Lifeboats. In addition, all 25-foot Small Response Boats are The Fundamentals of Enterprise-Wide Change 29 being built by another manufacturer and all 41-foot Medium Response Boats will have a contract awarded in 2004. The boat ﬂeet will now be standardized—not quite as systemically as Southwest Airlines, with only one 737-type aircraft, but a huge systems improvement for the Coast Guard.
Enterprise-Wide Change (Transformational) f fi Di Amount of Change/Energy Needed qu e (High) (Low) (Low) 1. Normal Management Process (Evolutionary) Organizational Complexity (size, geography, disciplines, products, businesses) (High) The Fundamentals of Enterprise-Wide Change 15 Any large-scale Enterprise-Wide Change will entail at least some of the following characteristics: • Multiple transitions • Incomplete transitions • Uncertain future state(s) • Multiple changes over long periods of time • Changing priorities • Conﬂicting demands • Changing players • Resistance to change • Loss of focus • Inadequate resources • False starts • Derailments • Delayed payoffs • Ambiguity/awkwardness When starting over from zero, these characteristics are normal and to be expected.
A comprehensive CASE STUDY about East Coast Federal Credit Union appears in Chapters Four through Nine near the end of the chapter. • RECAPS sum up key ideas at the end of each chapter in Parts A and B. We also include some worksheets to assist with the practical application of that chapter’s concepts and activities. • THINK DIFFERENTLY sections reinforce key points through application of actual examples and stories of systems thinking successes and analytic thinking failures. ) • QUESTIONS TO PONDER are probes to further your learning.