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27.08.2015 admin
Change leadership expert and author, Brett Clay, says the closing of Borders Books demonstrates the fate of companies that adapt to change, rather than lead change.
The winners in today's market are highly agile companies that are making change happen--they're change leaders.
Brett Clay, author of ‘Selling Change, 101+ Secrets for Growing Sales by Leading Change’, named the best business book of 2010 by Independent Publisher Book Awards says the closing of Borders Books not only marks the end of an era and the beginning of a new era, but it also demonstrates the fate of companies that follow the approach of change management, rather than change leadership.
Borders’ management faced formidable constraints, such as store leases, that inhibited its ability to shift with the market. The idea of adapting to a change in the environment and then utilizing ‘change management’ processes to execute the adaptation is no longer effective. The winners in today’s market are the highly agile companies that are making change happen. Clay is the author of “Selling Change,” named the best business book of 2010 and best sales book of 2011, and he is the CEO of Change Leadership Group, LLC, a firm that helps clients improve their sales, marketing, and leadership capabilities.
Reach out to the author: contact and available social following information is listed in the top-right of all news releases. Putting together a list of excellent books on any subject is always a highly subjective exercise. From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession—we’ve learned that widespread and difficult change is no longer the exception. Around the world, countless change efforts are underway in all kinds of organizations, spearheaded by leaders with good intentions.
This HBR book is one of the volumes in a series of anthologies of articles that first appeared in Harvard Business Review. The Third Edition of this book provides a means of understanding and changing organizational culture in order to make organizations more effective.
It’s ironic that while most people know what conditions need to be in place for effective management of change, these straightforward needs are often missed.
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? Author John Hayes examines and applies all of the key theories on change to a range of organizational settings.
Every day organizations around the world launch change initiatives—often big, expensive ones—designed to improve the status quo.
The job of managing workplace change can be difficult; managed poorly, the result can be disastrous to the morale and stability of the staff. Managing Change, Creativity and Innovation brings together comprehensive aspects of change and innovation management, providing readers with an accessible and wide-ranging resource for study and debate. The Change Cycle aims to help readers to more resourcefully cope with change at work by helping them understand and predict their behavior and the behavior of others.
Why are some organizations better able than others to maintain function and structure in the face of unanticipated change? Originators and practitioners of such change methods as Future Search, Real Time Strategic Change, Gemba Kaizen, and Open Space Technology outline the distinctive aspects of their approaches, detail roles and responsibilities, share stories illustrating their use, and answer frequently asked questions. After more than 14 years of research with corporate change, the ADKAR model has emerged as a holistic approach that brings together the collection of change management work into a simple, results oriented model. This new book and its accompanying Change Planning Toolkit™ are designed to make change less overwhelming, more human and to help get everyone literally all on the same page for change. Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies. ReadyToManage is your one-stop shop for world class employee and personal development resources.
The Borders situation further demonstrates the paramount importance of agility in today’s market. A veteran of 20 years in international sales and marketing management, most recently with Microsoft Corporation, he is an award-winning author, award-winning marketer, trainer, speaker, consultant, and business leader. The Heart of Change: Real-Life Stories of How People Change Their Organizations, by John P. Because in order to make any transformation successful, you must change more than just the structure and operations of an organization—you need to change people’s behavior.


Change consultant Marcella Bremer got frustrated and developed this pragmatic 21st Century approach to organizational culture, change and leadership which includes using an organizational Culture Assessment Instrument based on the Competing Values Framework by Cameron and Quinn. Next, the author suggests engaging in Change Circles to develop vital change before copying, coaching and correcting behavior on a peer basis to Be the change and Lead the way!
The 10 articles featured in this nook (including the widely known and well-regarded “Leading Change,” by John P. The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of this book.
Diagnostic tools and practical learning exercises enable readers to identify change and experience various outcomes based on real-world scenarios.
It addresses leadership mindset and behavioral modeling, culture change, and large systems implementations, providing best practices developed over three decades of consulting to Fortune 500 executives. What sets it apart from other books on the subject is that it is light on theory and  heavy on action- it therefore jumps directly into what you need to do and how you need to do it to meet your change objectives. As veteran business consultant William Bridges explains, successful organizational change takes place when employees have a clear purpose, a plan for, and a part to play in their changing surroundings. Balancing theory with practice, this book looks at the human side of managing change and creativity, treating them as interdependent aspects of management and organizations.
Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one.
Authors Salerno and Brock teach readers about six predictable and sequential stages that accompany any sort of change. Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. This updated new edition of the book features profiles of sixty-one change methods by the originators and foremost practitioners of such high-leverage change methods as Appreciative Inquiry, the World Cafe, Six Sigma, Future Search, and Open Space Technology.
However, it does offer considerable diversity of reading material (from the theory of managing change to highly practical strategies and tactics for leaders and others to apply in their work) and therefore offers great insight into the critical subject of Change management theory and practice.
Jon Warner is a prolific author, management consultant and executive coach with over 25 years experience.
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In the past, managers used return-on-investment arguments to justify their budgets and spending. The list of Top 20 of the best books on the broad subject of Managing Change below includes only those written in the last 5 years (2007-2012). John Kotter’s eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe.
And that is never easy. According to bestselling author and renowned leadership expert John Kotter and co-author Dan Cohen, this focus on connecting with people’s emotions is what will spark the behavior change and actions that lead to success. Why? In this book, practitioner Rodger Dean Duncan shows that humanness, approachability, and friendliness are necessary but often overlooked elements of making change successful. Change cannot be achieved by a press release, slogan, or announcement.
Kotter which became a whole book) was drawn from many Harvard Business Review articles on change management.
New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles. The authors of this book suggest that success change involves the following: listen to the stakeholders, learn about the issues, lead with clarity and involvement, align systems, communicate relentlessly, follow-up and course-correct.
Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control.
The experiential learning exercises also allow readers to reflect on their own experiences of change. The book is written for executives and managers, OD consultants, change managers, project managers, and change consultants. This book provides an overall change process model that includes overall phases, and sub-activities and tasks that are required to effect the change. A few perish suddenly, but many die painful, protracted deaths that drain the organization’s resources, energy and morale.
Directed at managers on all rungs of the proverbial corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing the disruptions caused by workplace change.
This model is grounded in recent discoveries in social psychology and cognitive neuroscience, but is presented in a straightforward, conversational style peppered with humor.


These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations. Each author outlines distinctive aspects of their approach, answers frequently asked questions, and provides case studies and references to learn more.
And if you only had the budget to buy just three of this list, which ones would emerge as the most useful?
Company executives should be asking themselves, ‘What are we doing to be the leader, rather than the loser in our market?’” says Clay.
Many people are still operating in the mindset that “change” is some mysterious environmental phenomenon that must be adapted to, much like adapting to the weather by putting on a raincoat.
The list also includes several excellent books that are in their 2nd, 3rd, 4th and even 5th printing in this time frame. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. Effective organizational change requires the active, mindful participation of the people affected by the change.
The most compelling were selected the most important ones to help individuals to spearhead change in his or her organization.
Then consider who will be most affected; ask questions and listen carefully to the responses.
Hayes strikes a balance between describing change theory and practice by examining the key theories on change and applying those theories to a variety of organizational settings to demonstrate how different types of enterprise can develop practical tools to help implement change.
Each of these are fully explained and then summarized for easy future reference in the appendix. It is an therefore a useful managerial tool for navigating these tumultuous, uncertain times. Rather than pretend that they do not exist it confronts them head on, identifying why they are there, how they can be managed and the limits they create for what the manager of organizational change can achieve. A one-stop comparative chart helps you determine which methods will work best for you, along with chapters on mixing and matching and sustaining results. You can begin to see the barrier points and understand the levers that can move your changes forward.
As we said at the outset this is a highly subjective decision but my three would be “Leading Change”, “Switch” and “Adkar”.
The top 20 list contains several notable authors who have written many books on the subject of managing change. They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation. Leaders must learn how to bring their entire team on board with changes and ensure they are invested in the process as well as in the outcome.
The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. They offer tools and strategies needed for individuals at all levels, helping them understand what they ought to expect, from themselves and others, as they move through each stage of The Change Cycle. Or it can be on a larger, even corporate-wide scale, through meetings, surveys, social media, focus groups or a combination. Based on research with more than 1100 companies from 59 countries, ADKAR is a simple and holistic way to manage change.
In Switch, the Heaths show how everyday people—employees and managers have united both minds and, as a result, achieved dramatic results.



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