LEADER 03277nam 2200589Ia 450 001 9910830483503321 005 20230721004808.0 010 $a0-470-48114-5 010 $a1-119-19756-2 010 $a1-282-00905-2 010 $a9786612009051 010 $a0-470-43499-6 035 $a(CKB)1000000000707624 035 $a(EBL)427664 035 $a(OCoLC)437111299 035 $a(SSID)ssj0000120262 035 $a(PQKBManifestationID)11991534 035 $a(PQKBTitleCode)TC0000120262 035 $a(PQKBWorkID)10080807 035 $a(PQKB)10783862 035 $a(MiAaPQ)EBC427664 035 $a(EXLCZ)991000000000707624 100 $a20080722d2009 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aChasing change$b[electronic resource] $ebuilding organizational capacity in a turbulent environment /$fRobert C. Thames, Douglas W. Webster 210 $aHoboken, N.J. $cJohn Wiley & Sons$dc2009 215 $a1 online resource (271 p.) 300 $aDescription based upon print version of record. 311 $a0-470-38138-8 320 $aIncludes bibliographical references and index. 327 $aChasing Change: Building Organizational Capacity in a Turbulent Enviroment; Contents; Acknowledgments; Introduction; Notes; Part I: AWARENESS; Chapter 1: The Hurricane and the Earthquake; Chapter 2: Importance of Mindset; Chapter 3: Change Challenge Framework; Chapter 4: Crafting the Change Response; Part II: ASSESSMENT; Chapter 5: Assessing Capabilities for Change; Chapter 6: Leadership; Chapter 7: Commitment; Chapter 8: Accountability; Chapter 9: Forward Thinking; Chapter 10: Innovation; Chapter 11: Communication; Chapter 12: Risk Tolerance; Chapter 13: Organizational Learning 327 $aChapter 14: TrustChapter 15: Diversity; Chapter 16: Empowerment; Chapter 17: Adaptation; Chapter 18: Dynamic Stability; Chapter 19: Change Journey and the Orchestration Process; Part III: ASSIMILATION; Chapter 20: Executing the Change Plan; Chapter 21: Candor Bank; Chapter 22: 2005 Hurricane Katrina Catastrophe in New Orleans; Chapter 23: Conclusion; About CAM -I; Index 330 $aRobust organizational capacity is a company s potential to apply its skills and resources to accomplish goals and exceed stakeholders expectations. This book provides readers with the ability to diagnose both the drivers of change in their organization and the type of change response needed. In addition to the traditional tangible dimension of change, it presents a framework to leverage the cultural and personal dimensions of change to sustain successful change initiatives. As well, it presents an organizational capability self-assessment process to derive the maximum return on change efforts 606 $aOrganizational change$xManagement 606 $aManagement 615 0$aOrganizational change$xManagement. 615 0$aManagement. 676 $a658.4/06 676 $a658.406 700 $aThames$b Robert C.$f1946-$01656311 701 $aWebster$b Douglas W.$f1948-$0857135 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910830483503321 996 $aChasing change$94009107 997 $aUNINA