Change-ABLE organization : key management practices for speed and flexibility / William R. Daniels, John G. Mathers.

Daniels, William R. (William Roy), 1941-

Bibliographic record and links to related information available from the Library of Congress catalog

Section I: Concepts & Terminology,
Recommendation, and Watercraft Analogies	1
	Chapter 1: Concepts & Terminology	3
	The Uniqueness of Change-ABLE Organizations	5
	Identifying the Key Management Practices of
	Change-ABLE Organizations	6
	Being Change-ABLE in Response to the External
	Environment, or Being Stuck	8
	The Role of Basic Assumptions in Sustaining Management
	Practices	9
	Extreme vs. Reconciled Basic Assumptions	12
	A Glossary of Key Terms	13
	The Book's Four Sections	20
	Section One: Concepts & Terminology,
	Recommendation, and Watercraft Analogies	20
	Section Two: The "Stuck" Cultures	20
	Section Three: Practices of Change-ABLE
	Organizations	20
	Section Four: Becoming Change-ABLE	21

	Chapter 2: The Recommendation	23
	Why Become a Change-ABLE Organization?	24
	The Recommendation	26
	Assumptions Sustaining the Practices	27
	Begin Immediately, Whatever Your Domain
	of Authority	28

	Chapter 3: Using Watercraft Analogies To
	Describe Four Organizational Cultures	31
	A Watercraft Analogy for Organizational Cultures:
	Raft, Dory Regatta, Galley, and Sea-Going Canoe	32
	The Raft - An Analogy for Bureaucracy	32
	The Dory Regatta - An Analogy for Professional
	Association	35
	The Galley - An Analogy for Representative
	Organization	38
	The Sea-Going Canoe - An Analogy for the
	Change-ABLE Organization	40

Section II - The Stuck Cultures	45
	Chapter 4: The Raft - Going with the Flow	47
	The Shrinking Environment of Bureaucracy	48
	Structure: The "Holy Order" of Bureaucracy	49
	Planning: Pretentious Documentation	52
	Performance Feedback: for Your Information Only	54
	Decision-Making: One-on-One	55
	Managing Individual Contributors: Guessing in an
	Environment of Negative Feedback	56
	Extreme Assumptions of Bureaucracy	56

	Chapter 5: The Dory Regatta: Working Alone Together	63
	The Inherent Individualism of Professional Work	64
	Structure: Two Levels in Conflict	66
	Planning: Sheer Opportunism	67
	Performance Feedback: Maintaining Appearances	68
	Decision-Making: Irrational Voting	69
	Managing Individual Contributors: Ambiguity and a
	Contest for Resources	70
	Extreme Assumptions of Professionalism	71

	Chapter 6: The Galley - Under Autocratic Control	75
	The Prevalence of Representative Organization	77
	Structure: Departmental Turf Wars	77
	Planning: A Contest for Resources	80
	Performance Feedback: Special Information
	Sharing Events	83
	Decision-Making: Covert Power Play	85
	A Case Study in Galley Decision-Making	86
	Managing Individual Contributors: Ambiguity,
	Dissension, and Waste	92
	Extreme Assumptions of Representative Organizations	95

Section III - Practices of Change-ABLE
	Organizations	101
	Chapter 7: Memo to Alice: Welcome to Our
	Change-ABLE Organization	103
	Memo to Alice: The Integrated System of Practices
	and Basic Assumptions	105

	Chapter 8: Linked Teams - Structure of the
	Change-ABLE Organization	113
	A Flat, but Still Hierarchical Structure	114
	A System of Synchronized Regular Meetings	116
	Meetings Are Focused on the Leader's/Team's Goals	117
	All Teams Linked by Leaders and Members	119
	Cross-Functional Teams Requiring Multiple-Role
	--   Performance	120
	Cross-Functional Task Forces	123
	Max's Organization: an Example of Change-ABLE
	Structure	124

	Chapter 9: Performance Plans - Keeping the Organization
	Focused	131
	Performance Plans as a Key Element in Change-ABLE
	Planning	132
	The Six Characteristics of Performance Plans	134
	A Process for Writing Your Performance Plan	138
	Special Functions of the Performance Plan	141
	Mei's Story: How Performance Plans Can Work	145

	Chapter 10: Work Reviews - Central Act of the
	Change-ABLE Organization	149
	Work Review: The Team Evaluates Each Team
	Member's Work	151
	The Five Necessary Characteristics	153
	Get the Right People Talking About the Right Thing.5 at
	the Right Time	157
	Work Reviews Are Supportive	160
	Hal's Story: How Linked Teams, Performance Plans,
	and Work Reviews Function as a System	162

          Chapter 11: Group Decision-Making - Making Organizational
               Governance Intelligent        165
	Making Decisions as the Purpose of Management
	Team Meetings	167
	The Four Areas of Decision-Making	169
	The Basic Process for Decision-Making	170
	The Disciplines Required for Group
	Decision-Making	172
	Two Forms of Group Decision-Making	179
	Group Decision-Making Sustains Organizational
	Flexibility and Management Credibility	181

	Chapter 12: Breakthrough Systems - Acknowledging
	the Real Managers of Work	185
	Individual Contributors Are Acknowledged as
	the Real Managers of Work	187
	Three Requirements for Self-Management in
	Breakthrough Systems	188
	Adapting Breakthrough Systems to Various Task Types	189
	Individual Contributors in Teams	199
	Breakthrough Systems Only Work Informally	203
	The Interdependence of Managers and Individual
	Contributors	207
	Project Team's Story: Using Breakthrough Systems To
	Get a Project Back on Track	208

	Chapter 13: Basic Assumptions of Change-ABLE
	Organizations	211
	The Importance of Basic Assumptions in
	Change-ABLE Organizations	212
	The Contribution of Reconciled Assumptions in
	Change-ABLE Organizations	215

Section IV.- Becoming Change-ABLE	237
	Chapter 14: Recommendations for Getting Started	239
	Do Not Try To Become Change-ABLE Through a
	"Special Event	240
	Three Characteristics of Successful Efforts To Make
	Organizations Change-ABLE	243
	One Sequence of Actions We Have Used
	Successfully	244
	There are Many Other Sequences and Starting
	Places	250

Chapter 15: Building a Change-ABLE Organization at
	Etec Systems, Inc	255
	Case Study: How One Medium-Sized Company
	Is Becoming Change-ABLE	256

Chapter 16: Warnings: What Happens in the Early Stages	271
	Changes To Expect in Relationship to the External, Social,
	and Economic Environments	272
	Changes To Expect in Relationship to Internal
	Dynamics of Your Organization	275
	Warnings Regarding the Change Process in General	279

Endnotes	285

Index	289

Other ACT Publications	299