Table of contents for Successful change management: the fifty key facts / Gwen Ventris.


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Foreword by Adam Morgan                               vii
Introduction                                           1

Part One: The Change Drivers                           3
1  What is change management?                          5
2  Choosing the right changes                          8
3  Changing cultures                                  10
4  Changing the paradigm                              13
5  Change in three dimensions                         16
6  The benefit of a major crisis                      18
7  The price of avoiding the culture of change        20
8  Preparing for the journey                          22

Part Two: Planning and Launching your Change Programme 25
9  The timing of change management                    27
10 Creating a crystal-clear vision                    30
11 Planning ahead of the change curve                 32
12 Being blind to the past                            34
13 Bite-size change management                        36
14 Changing when things are going well                38
15 Keeping in touch with customer expectations        40
16 Change due to competition                          42
17 When whole organizations face change               44
18 Risk analysis and management                       46
19 Leading and managing the process                   48
20 When to use change management consultants          50
21 Return on investment (money)                       52
22 Return on investment (people)                      54
23 Effective communication                            57
24 The power of accountability                        60
25 Presenting the case for change                     62
26 Selling the dream                                  66




Part Three: Leading and Managing Change Successfully   69
27 Making the vision a reality                         71
28 Articulating the strategy                           73
29 Trusting the new broom                              75
30 Changing attitudes to authority                     77
31 Putting wrong changes right                         79
32 Facing the financial truth                          81
33 Combating resistance to change                      83
34 The importance of feelings                          86
35 Technology take-up                                  89
36 Changing role-based cultures                        91
37 Working with trade unions to bring about change     93
38 When things get personal                            95
39 Establishing milestones                             97
40 Starting at the top                                 99
41 Supporting the leader                              102
42 Uncovering the current culture                     104

Part Four: Profiting from your Success                107
43 Creating a 'joined-up' organization                109
44 Recognition and reward systems                     111
45 Recruiting for change                              113
46 Changing people's perceptions of themselves        116
47 Training for change                                118
48 Changing attitude: the party test                  120
49 Measures of success                                122
50 Maintaining a permanent evolution                  125





Library of Congress Subject Headings for this publication: Organizational change, Strategic planning, Industrial management, Industrial organization