LEADER 03079nam 2200529 450 001 9910809347603321 005 20200520144314.0 010 $a1-63694-103-6 010 $a1-63694-104-4 010 $a600-00-4744-4 035 $a(CKB)2670000000335226 035 $a(EBL)3002559 035 $a(SSID)ssj0000972061 035 $a(PQKBManifestationID)12459130 035 $a(PQKBTitleCode)TC0000972061 035 $a(PQKBWorkID)10940245 035 $a(PQKB)11535935 035 $a(Au-PeEL)EBL3002559 035 $a(CaPaEBR)ebr10907791 035 $a(OCoLC)891385621 035 $a(MiAaPQ)EBC3002559 035 $a(EXLCZ)992670000000335226 100 $a20140831h20032004 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aMaking change work $epractical tools for overcoming human resistance to change /$fBrien Palmer 210 1$aMilwaukee, Wisconsin :$cASQ Quality Press,$d2003. 210 4$dİ2004 215 $a1 online resource (104 p.) 300 $aDescription based upon print version of record. 311 $a0-87389-611-4 320 $aIncludes bibliographical references and index. 327 $aMeasure your organization's readiness for change -- Making change work: a model for overcoming human resistance to change -- Step 1: Leading change -- Why do this? -- Tools for leading change -- The team charter -- The calendar test -- Personal audit -- Adopting change roles -- Step 2: Creating a shared need -- Why do this? -- Tools for creating a shared need -- The cost of the status quo -- The business case for change -- Step 3: Shaping a vision -- Why do this? -- Tools for shaping a vision -- Describing success -- Key phrase exercise -- More of/less of exercise -- The elevator speech -- Step 4: Mobilizing commitment -- Why do this? -- Tools for mobilizing commitment -- Understanding and managing resistance -- Key constituents map -- Stakeholder analysis for change -- Technical-political-cultural analysis -- Developing an influence strategy -- Resolving differences and conflict -- Communicate effectively -- Step 5: Monitoring progress -- Why do this? -- Tools for monitoring progress -- Checkpoints for measurement systems -- Change process profile -- Force field analysis -- Step 6: Finishing the job -- Why do this? -- Tools for finishing the job -- Reinforcement through recognition and rewards -- Pilot runs -- Training -- Step 7: Anchoring change in systems and structures -- Why do this? -- Tools for anchoring the change in systems and structures -- Candidates for changed systems and structures -- Staffing and development needs -- Planning for integration -- Conclusion -- Bibliography and resources -- Customer feedback. 606 $aOrganizational change 615 0$aOrganizational change. 676 $a658.4/06 700 $aPalmer$b Brien$f1952-$01661438 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910809347603321 996 $aMaking change work$94017345 997 $aUNINA