Taking charge of change : 10 principles for managing people and performance

Providing the tools managers need to assess their particular needs for change, this text explains how to get beyond resistance and establish the link between measurable performance and change. It also provides advice on how to help people overcome reluctance and responsibility as well as insight into organizational psychology and practical steps for mastering it. In addition, the work demonstrates how real change is not based on abstractions but on redirected human behaviours.

Cooking up great ideas of how things ought to be is easy. Getting things to actually change is hard, especially in large, complex organizations. The meeting about "the new vision" goes over fine, then everyone drifts back to his or her office and nothing changes. This book provides the diagnostic tools managers need to assess their particular needs for change, and then the tool kit required to implement the changes one wants to see.

* Introduction Principles * Getting Through the Period of Change * Enlisting People to Perform and Change: Managing Through Reluctance * Performance Results: Managing the Link Between Purpose and Change * Leadership: The Courage to Live the Change Strategies * Existing Employees, New Behaviors: Do You Face This Challenge? * Getting Beyond Decisions and Awareness to Performance and Change * Exchange, Mutuality, and Coordination * Shaping and Improvising Strategies that Work Visions * Energy and Meaningful Language:The How Part of Vision * Reconnecting Organization Designs to People, Performance, and Work * Personalizing Your Vision of Change