Directing Change

A critical area of competitive advantage is the ability of organizations to lead rather than follow changes in the market. This means having the ability to roll out the right changes quickly and reliably in a way that delivers a return on investment. Managing Organizational Change brings together all the different roles and functions within an organization that a leader has to manage effectively to ensure successful and sustainable organizational change. Centred around the Cycle of Change Model, it provides a practical yet reflective overview of the four things you have to have (culture, capacity, commitment and capability) and the six things you have to do (direct, drive, deliver, prepare, propagate and profit). It explains which type of resources you need in order to achieve long term change, which tasks, roles and activities need to be in place and crucially, how to lead during a time of great unease. Managing Organizational Change will help you deliver better outcomes, reflect on what your organization needs to do better and ensure change is embedded throughout your organization. Online supporting resources for this book include downloadable appendices to supplement several chapters.

In his latest book, Tom Douglas turns his attention to the skills of group membership. While there is an extensive literature on basic groupwork practice, none of the existing books address the functions of groups exclusively from the viewpoint of members. Survival in Groups examines the influences and pressures which can exist in groups and explains what to look for in order to see these factors at work. It stresses the fact that the ability to see the processes of a group in action can enable group members to make consciously directed contributions to the group based on an understanding of what is involved. The final chapters discuss methods of integrating personal learning about group outcomes. Illustrated throughout with practice-based examples, Survival in Groups is aimed at the many students of social work, counselling, nursing and social care who are required to participate in groups, but who are unclear about what this involves. With its summaries, lists of basic concepts and brief annotated bibliography, the book will also be of use to busy professionals in the social care field where teamwork or groupwork is emphasised.

"A good balance between theory and practice . . . it definitely fills a void in the [lack of] texts in the area and the change literature in general . . . a good fit for my graduate class on 'Managing Organizational Change.'" —Anthony F. Buono, McCallum Graduate School of Business, Bentley College "Like Gareth Morgan's Images of Organization, this book is a superb blend of theory and practicality. It demystifies chaos and paradox, and it encourages the understanding of organizational dynamics from multiple perspectives. It is refreshing to read a book that presents diverse theories and interventions so even-handedly." —Andrea Markowitz, Ph.D., President, OB&D, Inc. Learning to Change: A Guide for Organizational Change Agents provides a comprehensive overview of organizational change theories and practices developed by both U.S. and European change theorists. The authors compare and contrast five fundamentally different ways of thinking about change: yellow print thinking, blue print thinking, red print thinking, green print thinking and white print thinking. They also discuss in detail the steps change agents take, such as diagnosis, change strategy, the intervention plan, and interventions. In addition, they explore the attributes of a successful change agent and provide advice for career and professional development. The book includes case studies that describe multiple approaches to organizational change issues. This book will appeal to both the practitioner and academic audiences. It can be used as a text in graduate courses in change management and will also be a useful reference for consultants and managers. Features: Discusses the abilities, attitudes, and styles of successful change agents Describes five fundamentally different ways of thinking about change Presents a state-of-the-art overview of change management insights, methods, and instruments Summarizes an extensive amount of organizational change literature Supplies readers with useful insights and courses of action that will allow them to design and implement change professionally Learning to Change became a bestseller upon its initial publication in the Netherlands. The color-model on change is very popular among thousands of managers and change consultants and presents a new approach to change processes and a new language for change.

Top businesses recognise risk management as a core feature of their project management process and approach to the governance of projects. However, a mature risk management process is required in order to realise its benefits; one that takes into account the design and implementation of the process and the skills, experience and culture of the people who use it. To be mature in the way you manage risk you need an accepted framework to assess your risk management maturity, allowing you to benchmark against a recognised standard. A structured pathway for improvement is also needed, not just telling you where you are now, but describing the steps required to reach the next level. The Project Risk Maturity Model detailed here provides such an assessment framework and development pathway. It can be used to benchmark your project risk processes and support the introduction of effective in-house project risk management. Using this model, implementation and improvement of project risk management can be managed effectively to ensure that the expected benefits are achieved in a way that is appropriate to the needs of each organisation. Martin Hopkinson has developed The Project Risk Maturity Model into a robust framework, and this book allows you to access and apply his insights and experience. A key feature is a downloadable resource containing a working copy of the QinetiQ Project Risk Maturity Model (RMM). This will enable you to undertake maturity assessments for as many projects as you choose. The RMM has been proven over a period of 10 years, with at least 250 maturity assessments on projects and programmes with a total value exceeding £60 billion. A case study in the book demonstrates how it has been used to deliver significant and measurable benefits to the performance of major projects.

Rossman, Corbett, and Firestone examined three high schools in the midst of change. Teachers and administrators consented to grant the authors a year in each of their respective settings in order to understand better their unique system of norms, beliefs, and values as well as to track their reactions to events. The ensuing observations and interviews reveal a rich and detailed picture of the efforts to accommodate new policies and practices as well as some of the sources of resistance to change in the schools. The record of the authors' journeys with these schools provides educators, policy makers, and researchers--all those interested in school change and renewal as well as staff development in the schools--with a better understanding of the complex texture and meaning of educational refor

While teaching at Fuller School of World Mission, Tippett inspired and challenged the founding generation of “great commission” or “church growth” missiologists. This collection brings together almost 40 of his best writings. In a style that is both academic and personal, he deals first with missiological theory then with anthropological and historical dimensions of missiology. He then treats a number of specific missiological problems from these perspectives including seminal material on power encounters.