Enterprise-wide change : superior results through systems thinking
著者
書誌事項
Enterprise-wide change : superior results through systems thinking
（Practicing organization development series）
Pfeiffer, c2005
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注記
"Websites": p. 287-288
Includes bibliographical references (p. 289-296) and index
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HTTP:URL=http://www.loc.gov/catdir/toc/ecip0416/2004008461.html Information=Table of contents
収録内容
- The fundamentals of enterprise-wide change
- Seeking a unity of science for living systems
- Foundations of the systems thinking approach
- Smart start-engineer success up-front
- Clarity of purpose: working on the enterprise
- Assessing the enterprise as a living system
- Simplicity of execution: working in the enterprise
- Wave after wave of changes
- Sustain business excellence
- Working on the enterprise: the bite-sized approach
内容説明・目次
内容説明
Leave piecemeal strategic change approaches behind and learn how to plan, facilitate, and integrate your change efforts for lasting success. Enterprise-Wide Change takes you through the ?Rollercoaster of Change,? showing you how to deal with resistance, regard skeptics as your best friends, and build a buy-in and stay-in strategy among your employees. The authors use the science of ?Systems Thinking? -- a comprehensive, yet simple and integrated way to analyze and build synergy from key organizational elements. You?ll find proven and practical questions, summaries, case studies, examples, and worksheets as well as systems tools, tips, and techniques to foster organization change and development.
目次
List of Figures, Tables, and Worksheets. Preface.
Acknowledgments.
Introduction.
Purpose of this Book.
Organization of the Book.
Special Features.
Part A: Introduction to Systems Thinking and Superior Results.
1. The Fundamentals of Enterprise-Wide Change.
Chapter Purposes.
Welcome to the Future.
The Systems Thinking Approach.
Achieving Superior Results.
The Uniqueness of Enterprise-Wide Change.
21st Century: Revolutionary Worldwide Change and Its Implications.
The Secret of Constant Growth.
75 Percent of All Major Changes Do Not Succeed.
The "Big Three" Enterprise-Wide Failure Issues.
Preview: The Enterprise-Wide Change Journey.
Chapter One Recap.
2. Seeking a Unity of Science for Living Systems.
Chapter Purposes.
Complexity Versus Simplicity: Our Different Views of the World.
The Helicopter View of Life.
Analytic Thinking: A Mindset Left Over from the Industrial Age.
General Systems Theory: The Unity of Science.
Chapter Two Recap.
3. Foundations of the Systems Thinking Approach.
Chapter Purposes.
Systems Concept #1: Seven Levels of Living Systems.
Systems Concept #2: Natural and Predictable Cycles of Change.
Systems Concept #3: The Simplicity of Systems Thinking Is Backwards Thinking.
Systems Concept #4: Twelve Characteristics of Living Systems.
The Whole System: Living Systems Characteristics #1-#6.
The Inner Workings of Systems: Living Systems Characteristics #7-#12.
Some Guiding Principles of Systems Thinking.
Chapter Three Recap.
Part B: Practical Application to Enterprise-Wide Change.
Framework for Part B.
4. Smart Start: Engineering Success Up-Front.
Chapter Purposes.
Chapter Context.
Smart Start: Engineer Success Up-Front.
The Iceberg Theory of Change-Three Realities of Life: Content-Process-Structure.
The Structures of Change Expanded: Tailored to Your Needs.
Structure and Player #1: Change Leaders.
Structure and Player #2: Change Consultants.
Structure and Player #3: Change Implementers.
Structure and Player #4: Program Management Office.
A Menu of Additional Change Infrastructures.
Further Elaboration on Key Structures.
The Game Plan for Enterprise-Wide Change.
Chapter Four Recap.
5. Clarity of Purpose: Working On the Enterprise.
Chapter Purposes.
Chapter Context: Working On the Enterprise.
Missing Element #1: Phase E.
Missing Element #2: Phase A.
Missing Element #3: Phase A.
Missing Element #4: Phase B.
Summary: Clarity of Purpose.
Chapter Five Recap.
6. Assessing the Enterprise as a Living System.
Chapter Purposes.
Chapter Context.
Some Mental Maps for Assessing Enterprises as Living Systems.
Multiple Conflicting Mindsets or Mental Maps (Versus a Totally Integrated Enterprise-Wide Assessment).
One Mental Map of an Organization as a Living System.
A New Enterprise-Wide Assessment Mental Map: A Business Excellence Architecture.
Summary: Enterprise-Wide Assessment and Vital Signs.
Chapter Six Recap.
7. Simplicity of Execution: Working In the Enterprise.
Chapter Purposes.
Chapter Context.
On the Path to Clarity and Simplicity.
Cascading the Changes: Strategies-Initiatives-Tasks-Accountability-Rewards.
Chapter Seven Recap.
8. Wave After Wave of Changes.
Chapter Purposes.
Chapter Context.
Individual Change: The Rollercoaster of Change.
Enterprise-Wide Change and the Rollercoaster of Change.
The Cascade of Change: Wave After Wave.
Seven Natural Rings of Reality: Classifying Mainstream OD Change Interventions.
The Seven Natural Rings of Reality Matrix and the Impact of the Rollercoaster of Change.
Implications for the Enterprise-Wide Change Journey.
Chapter Eight Recap.
9. Sustain Business Excellence.
Chapter Purposes.
The Mid-Course Enterprise-Wide Change Review: Fighting Entropy in Enterprise-Wide Change.
Annual Review of Organizational Capacity.
Chapter Nine Recap.
Enterprise-Wide People Edge Best Practices.
Part C: How to Begin Enterprise-Wide Change.
10. Working on the Enterprise: The Bite-Sized Approach.
Chapter Purpose.
How to Begin: Tailored to Your Needs.
The Results.
Websites.
Bibliography.
About the Series.
Statement of the Board.
Afterword to the Series.
About the Series Editors.
About the Authors.
Index.
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